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2IntroductionWelcome to the 2022 State of Automotive Software Development Report!This year,nearly 600 automotive development professionals around the world provided responses to questions regarding current practices and emerging trends within the automotive software industry.With the continued growth in the development of electric and semi-autonomous vehicles,as well as the subsequent increase in software components,our findings show that security is now a major concern and is as important as safety.This is reflected in the increasing requirements to comply with security standards.To ensure that both safety and security issues are found early in the development lifecycle,many of our respondents are adopting or are in the process of adopting a shift-left strategy.We hope this information will help your development team innovate faster and improve quality while maintaining compliance for safety and security.Thank you to everyone who participated in the survey!Jill Britton Director of Compliance Perforce Software2022 State of Automotive Software Development Report3Table of ContentsWHAT IS KEEPING AUTOMOTIVE SOFTWARE DEVELOPERS UP AT NIGHT?.4 Safety.5 Security.8 Quality.11 Testing.14 Team Productivity.16AREAS OF AUTOMOTIVE SOFTWARE DEVELOPMENT.18 Automotive Development Focus.18 Adoption&Implementation of Shift-Left.20 Recalls&Vulnerabilities.22 Automotive Software Security.24HOW MUCH ARE DEVELOPERS TRULY AFFECTED BY ELECTRIC,AUTONOMOUS,SEMI-AUTONOMOUS,AND CONNECTED VEHICLES?.25 Electric Vehicle Development Continues to Ramp Up.25Leading Concerns About Electric Vehicle Development.27 Autonomous Vehicles Are(Still)Coming.28 Connected Vehicles Have Become the Norm.29Leading Autonomous,Semi-Autonomous,and Connected Vehicles Concerns.31WHY STANDARDS-COMPLIANT SOFTWARE REMAINS VITAL FOR AUTOMOTIVE SOFTWARE.32 ISO 26262 Is Still Key.32 ISO/SAE 21434 Highlights the Growing Need for Software Security.35 SOTIF(ISO/PAS 21448)Continues to be Important.37 Leading Challenges in Proving Compliance.39 Key Coding Standards for Automotive Software Development.40HOW DEVELOPMENT TEAMS MANAGE THEIR WORK.42 C&C Are Still the Most Commonly Used Programming Languages.42 Teams Are Leveraging Faster Methods and Processes.44 Leading Challenges in Managing Hardware,Software,and Code Assets.45 How Artificial Intelligence and Machine Learning Have Impacted Automotive Design.47 Which Software Tools Development Teams Are Using.49 Leading Benefit of Development Tools.50WHY STATIC ANALYSIS REMAINS ESSENTIAL FOR AUTOMOTIVE SOFTWARE DEVELOPMENT.51ABOUT THE SURVEY APPENDIX.524What Is Keeping Automotive Software Developers Up at Night?The Leading Concerns in Automotive Software and Technology DevelopmentWhen looking at automotive software development,we identified five key areas of concern:1.Safety2.Security3.Quality4.Testing5.Team ProductivityBased on the collected results,there was one major shift from last years report:Security.Security was selected by 27%of the respondents,which is an increase of 5%over last year.Quality also saw an increase of 4%for a total of 25%.Both of these gains took away from safety,which saw a decrease of 9%over last year for a total of 34%.WHAT IS YOUR BIGGEST CONCERN IN AUTOMOTIVE SOFTWARE AND TECHNOLOGY DEVELOPMENT TODAY?Safety remains the top concern in automotive software development,followed closely by security and quality,which both saw marked increases.7%Team Productivity7%Testing27%Security34%Safety25%Quality5SafetyOVERVIEW GENERAL34%of those surveyed cited safety as their top concern in automotive software development.When compared to last years report,there are several notable shifts.One of the most significant highlights was that“tool qualification for compliance takes too long”saw a steep decrease of 11%to 0%.A possible explanation for this staggering decline is that those surveyed are using pre-qualified tools so they no longer need to qualify the tools themselves.However,respondents who stated the“difficulties of fulfilling every ISO 26262 requirement”increased from 38%to 46%.This increase could be a result of the growing number of components originating in a non-automotive environment,which has made the process of covering every ISO 26262 requirement more challenging and time-consuming.In parallel,the“expectation of customers for organizations to comply with safety coding standards”increased by 5%for a total of 45%.Although compliance with a safety coding standard is not mandatory for functional safety,it is an essential aspect of automotive software,which can also make it one of the most challenging.WHICH BEST DESCRIBES YOUR SAFETY CONCERNS?Tool qualification for use with a functional safety standard is no longer an issue.Rather,it is the necessity to comply with functional standards and to ensure safety across the software supply chain that are the top safety concerns.9%We are strugglingto ensure safety across the supply chain.45%It is difficult(and time-consuming)to fulfill every ISO 26262 requirement.46%Our customers expect us to comply with a safe coding standard(e.g.,MISRA).6OVERVIEW ORGANIZATION SIZEWhen looking at the collected responses by organization size,medium-sized organizations voiced higher customer demand to comply with safety coding standards.While enterprises with over 10,000 employees had the highest percentage of“struggling to ensure safety across the supply chain”at 19%versus the average of 10ross all other respondents.Clearly,safety concerns with large software supply chains are complex.OVERVIEW REGION When looking at the collected responses by region,61%of the APAC region responded that customers expect them to comply with safety coding standards,the highest among all regions.Coincidentally,APAC has the lowest percentage(4%)of any region concerning the struggle to ensure safety across the supply chain.Small(Less than 100 employees)Medium(101-999 employees)Large(1000 employees)Enterprise(10,000 employees)118QRP18%6Y5%It is difficult(and time-consuming)to fulfill every ISO 26262 requirement.Our customers expect us to comply with a safe coding standard(e.g.,MISRA).We are struggling to ensure safety across the supply chain.North AmericaEurope,Middle East,AfricaAsia PacificLatin America19A5ga%4%5DQ%It is difficult(and time-consuming)to fulfill every ISO 26262 requirement.Our customers expect us to comply with a safe coding standard(e.g.,MISRA).We are struggling to ensure safety across the supply chain.7OVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSWhen looking at the collected responses by automotive development focus,expectations from customers to comply with functional coding standards are greater for some automotive development focuses,including LiDAR,Dealer Management,Manufacturing,and Supply Chain.At the same time,the struggle to ensure safety across the supply chain in no other area of automotive development focus is higher than with Hybrid Electric Control Systems(HEV/EV).Chassis and Safety(Electric PowerSteering EPS,Brakes,and Airbags)ECU/ECMPowertrain(non-EV)AD/Autonomous Drive11I9U%6X%2F%EV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceInfotainment Systems11R7GDAC%5W8%LiDARConnected Car and V2XHybrid Electric Control Systems(HEV/EV)Instrument Clusters/HVAC/Lighting15P5CBG%7HEaler ManagementDiagnosticManufacturingSupply Chain8g%(ah%59P%It is difficult(and time-consuming)to fulfill every ISO 26262 requirement.Our customers expect us to comply with a safe coding standard(e.g.,MISRA).We are struggling to ensure safety across the supply chain.8SecurityOVERVIEW GENERAL27%of those that we surveyed cited security as their top concern in automotive software development.When compared to last years report,there are several notable shifts.The top concern,“its difficult to enforce secure coding practices”saw an increase of 6%for a total of 34%.This increase does not mean that secure coding practices have changed or are more difficult,rather,this relates to the greater number of projects and developers working in automotive software.For that reason,it is important to have the right software development tools to reduce concerns.In addition,concerns over“unauthorized access to onboard/offboard systems”decreased by 14%for a total of 32%.This decline confirms authentication and authorization access are easier problems to address for software development teams.WHICH BEST DESCRIBES YOUR SECURITY CONCERNS?The increase of complex projects and the growing number of developers in automotive software has highlighted security concerns.Overall security awareness is positive,but the next necessary step is to address those concerns.32%We are concerned withunauthorized access toon-board/off-board systems.34%It is difficult to enforcesecure coding practices.26%Our development team lacksthe skills needed to combatsecurity threats.8%Security testing takes toomuch time it slows downdevelopment.9OVERVIEW REGIONWhen looking at the collected responses by region,both North America and Latin America,the top concern was the“unauthorized access to on-board/off-board systems”,which was significantly different from the overall average of 32%.For EMEA,the top security concern was the“difficulties of enforcing secure coding practices”,and in APAC,the leading concern was that their“development teams lacked the skills needed to combat security threats”.OVERVIEW RESPONDENT EXPERIENCE LEVELWhen looking at the collected responses by individual experience level,automotive software professionals with more than 10 years of experience are more worried about the“unauthorized access to on-board/off-board systems”than they are about“enforcing secure coding standards”,whereas less experienced personnel are most concerned about“enforcing secure coding standards”.Regions across the globe have distinct security concerns,and each one can be effectively addressed through the use of a static analysis tool.North AmericaEurope,Middle East,AfricaAsia PacificLatin America17%6TP%B%D%We are concerned with unauthorized accessto on-board/off-board systems.It is difficult to enforce secure coding practices.Our development team lacks the skills neededto combat security threats.Security testing takes too much time it slowsdown development.7%1-3 years3-5 years5-10 yearsMore than 10 years36%4%8%76$7G7%Less than 1 year7(41$B&%We are concerned with unauthorized accessto on-board/off-board systems.It is difficult to enforce secure coding practices.Our development team lacks the skills neededto combat security threats.Security testing takes too much time it slowsdown development.9OVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSWhen looking at the collected responses by automotive development focus,“concerns about the unauthorized access to on-board/off-board systems”is the highest for Instrument Clusters/HVAC/Lighting,as well as Access Control and Comfort Systems.This is not surprising since this is software that interacts directly with the end-user as opposed to an internal component.The“difficulties enforcing secure coding practices”is a top concern among respondents in Supply Chain and Hybrid Electric Control Systems(HEV/EV).This is also not too surprising as these are typically components from third parties that cannot be directly tested.Chassis and Safety(Electric Power SteeringEPS,Brakes,and Airbags)ECU/ECMPowertrain(non-EV)AD/Autonomous Drive50 (5(%9F26%EV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceInfotainment Systems26G%51%98%73%LiDARConnected Car and V2XHybrid Electric Control Systems(HEV/EV)Instrument Clusters/HVAC/Lighting15#9#83G&)3aler ManagementDiagnosticManufacturingSupply Chain33%73P !)%We are concerned with unauthorized accessto on-board/off-board systems.It is difficult to enforce secure coding practices.Our development team lacks the skills neededto combat security threats.Security testing takes too much time it slowsdown development.11QualityOVERVIEW GENERAL25%of those surveyed cited quality as their top concern in automotive software development.When compared to last years report,there are several notable shifts.One of the most notable changes was that“our code is too complex”increased by 9%for a total of 34%.This jump could be attributed to the increasing number of software components being added to vehicles and the consequential complexity in the interfaces.Meanwhile,“our testing efforts are not exhaustive,and we do not have time to test more”saw a decrease of 5%for a total of 25%.This is great news as testing should always be given priority.Finally,“it is difficult to enforce coding best practices”also saw a 5crease for a total of 28%.This can be an indication that there are additional requirements to comply with coding standards to enforce best coding practices which can more easily be implemented with tools.WHICH BEST DESCRIBES YOUR QUALITY CONCERNS?13%Peer code reviews are inconsistent.25%Our testing efforts are not exhaustive and we do not have time to test more.34%Our codebase is too complex.28%It is difficult to enforce coding best practices.121-3 years3-5 years5-10 yearsMore than 10 years10%3) 5%5%Less than 1 year14C%7%Our codebase is too complex.It is difficult to enforce coding best practices.Peer code reviews are inconsistent.Our testing efforts are not exhaustive andwe do not have time to test more.51%North AmericaEurope,Middle East,AfricaAsia PacificLatin America13(%5PP%3(%Our codebase is too complex.It is difficult to enforce coding best practices.Peer code reviews are inconsistent.Our testing efforts are not exhaustive andwe do not have time to test more.OVERVIEW RESPONDENT EXPERIENCE LEVELWhen looking at the collected responses by respondent experience level,60%of engineers with 1-to-3 years of experience indicated that“their codebase is too complex”as their leading quality concern.In comparison,of engineers with over 10 years of experience,only 16%considered their“code to be too complex”,and 51%indicated that their main quality concern was that“their testing efforts were not exhaustive and that they had no more time to test”.OVERVIEW REGIONWhen looking at the collected responses by region,the EMEA region was the only one where the“difficulty to enforce coding best practices”was the top quality concern.In all other regions,the top quality concern was that their“codebase was too complex”.13OVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSWhen looking at the collected responses by automotive development focus,there were marked differences in some of the areas,such as the ECU/ECM segment citing their leading concern being that their“codebase is too complex”,and Manufacturing and Supply Chain software have no quality concerns based on the complexity of their codebase.Instead,their top concern is that their“testing efforts are not exhaustive and they do not have time to test more”.Chassis and Safety(Electric Power SteeringEPS,Brakes,and Airbags)ECU/ECMPowertrain(non-EV)AD/Autonomous Drive24C2&# R%EV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceInfotainment Systems17158B$!)C$%LiDARConnected Car and V2XHybrid Electric Control Systems(HEV/EV)Instrument Clusters/HVAC/Lighting13 $%B5)#Aaler ManagementDiagnosticManufacturingSupply Chain20 %7C%7Cb#$8$%Our codebase is too complex.It is difficult to enforce coding best practices.Peer code reviews are inconsistent.Our testing efforts are not exhaustive andwe do not have time to test more.14TestingOVERVIEW GENERAL7%of those surveyed cited testing as their top concern in automotive software development.When compared to last years report,the results remained nearly unchanged.The“struggle to test efficiently as testing and software validation are time-consuming”increased by 4%for a total of 49%,while“not testing early enough in development,bugs around found too late”also increased by 4%for a total for 27%.Taken together,these results indicate a positive trend that highlights the importance of testing.Similarly,“the difficulties of coordinating testing efforts across global teams”also experienced a small increase of 4%for a total of 17%.However,there was a marked decrease in the“difficulties to document automated and manual testing efforts for compliance”,which dropped 12%,all the way down to 7%.The steep decline corresponds to the increased awareness and use of static analysis tools throughout the SDLC.WHICH BEST DESCRIBES YOUR TESTING CONCERNS?There is an overall increase in testing and compliance.Despite the top concern centered on the ability to test efficiently,documentation of testing efforts for compliance has become a lesser concern thanks to the use of static analysis tools.49%We are struggling to test efficiently testing and sofware validation are time-consuming.7%It is difficult to document our automated and manual testing efforts for compliance.27%We are not testing early enough in development,so we find bugs too late.17%Coordinating testing efforts is difficult across global teams.15OVERVIEW ORGANIZATION SIZEWhen looking at the collected responses by organization size,testing concerns were fairly uniform for all organizations.This result illustrates how thanks to key functional standards and compliance requirements testing in the automotive software industry is applicable to all,from small organizations to large enterprises.Small(Less than 100 employees)Medium(101-999 employees)Large(1000 employees)Enterprise(10,000 employees)28UEP%3%60 %We are struggling to test efficiently testing and sofware validation are time-consuming.It is difficult to document our automated and manual testing efforts for compliance.We are not testing early enough in development,so we find bugs too late.Coordinating testing efforts is difficult across global teams.16Team ProductivityOVERVIEW GENERAL7%of those surveyed cited team productivity as their top concern in automotive software development.When compared to last years report,there are several notable shifts.Even though the“lack of integration or alignment between disparate teams in parallel development”is still the top concern,it decreased by 20%to 38%.Unlike last year,the results were more balanced with other concerns.For example,“managing design and IP assets across hardware and software teams,as well as facilitating reuse”increased by 13%for a total of 32%.This marked increase emphasizes how the importance of design in the automotive development industry can have a significant impact on team productivity concerns.In addition,the“length of QA cycles are too long,which causes delays in testing”saw a 3crease,down to 16%.Tooling and improved architectures could have contributed to that decrease.Finally,the“need to extend release cycles due to merge conflicts and broken builds”increased 11%,for a total of 14%.This increase highlights the challenges in managing growing software development teams and the need for suitable processes and tools to implement them.WHICH BEST DESCRIBES YOUR TEAM PRODUCTIVITY CONCERNS?Key areas of concern in regards to team productivity:Team integration and alignment between disparate teams,and managing design and IP assets across hardware and software teams.14%We need to extend release cycles due to merge conflicts and broken builds.16%QA cycles are long,so we are ofen waiting for testing to be complete.38%We need to manage the lack of integration or alignment between disparate teams in parallel development.32%We need to manage design and IP assets across hardware and sofware teams and facilitate reuse.17OVERVIEW TEAM SIZEWhen looking at the collected responses by team size,concerns were fairly uniform for every size.We need to manage design and IP assets across hardware and sofware teams and facilitate reuse.We need to extend release cycles due to merge conflicts and broken builds.We need to manage the lack of integration or alignment between disparate teams in parallel development.QA cycles are long,so we are ofen waiting for testing to be complete.1-56-2021-10050$)C7%Automotive Development FocusAutomotive software development covers many areas of design and development,from chassis and safety(electric power steering,breaks,airbags)software to ADAS/Driver assistance,and software from the supply chain.The automotive software industry covers all aspects of what makes a vehicle today,from electric components to instruments,and software for the supply chain.Areas of Automotive Software Development The automotive software industry continues to evolve and adapt to growing market demands.As we can see from the respondents to this survey,todays vehicles are made up of many different areas of the software.There were respondents from most of these areas,allowing us to establish some noteworthy trends that emerged in our survey results.Dealer ManagementDiagnosticManufacturingSupply Chain8%Instrument Clusters/HVAC/LightingHybrid Electric Control Systems(HEV/EV)Connected Car and V2X14%LIDARInfotainment Systems11%8%EV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceAD/Autonomous DrivePowertrain(non-EV)23U/ECMChassis and Safety(Electric Power Steering EPS,Brakes,and Airbags)18%$%N/AOther6OVERVIEW REGIONWhen looking at the collected responses by region,there were some differences in the areas of design and development.For example,over 40%of respondents in Latin America work in access control and comfort systems,while in Asia and North America only 16%of respondents work in those areas.For Chassis and Safety,North America and Latin America had a higher response rate than the other regions.OVERVIEW TEAM SIZEWhen looking at the collected responses by team size,we can see a direct correlation between the size of the development team with its area of design and development.For example,45%of respondents in large development teams(those over 250)work on ECU/ECM.Both mid-sized and large development teams work in In-Vehicle Infotainment(IVI)systems.Interestingly,development teams working on EV Charging were of all sizes.Access Control and Comfort SystemsChassis and Safety(Electric Power Steering EPS,Brakes,and Airbags)14$%A%AsiaPacificLatinAmericaEurope,Middle East,AfricaNorthAmerica21-100100-250251 6-201-519!E)%Infotainment SystemsEV ChargingECU/ECM21%5!(% Yes,we have implemented it.Yes,we are in the process of implementing it.No,we do not but know that it is important.No,we do not have a plan to implement.32%8Coption&Implementation of Shift-Left Shift-left strategy refers to processes and tooling to automate development,testing,and security early in the software development life cycle(SDLC).Although there is still progress that needs to be made in the automotive software industry,32%of respondents have already implemented a shift-left strategy or are currently in the process of implementing it(43%).However,a small percentage of respondents(8%)have no plan of implementing a shift-left process.The majority of the automotive software industry has adopted or is actively implementing shift-left practices.21OVERVIEW ORGANIZATION SIZEWhen looking at the collected responses by organization size,both small and large enterprise organizations have shifted left,whereas medium and large organizations indicated that they were currently in the process of implementing them.OVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSWhen looking at the collected responses by automotive development focus,some areas of automotive development have already adopted a shift-left strategy,such as ECU/ECM,which are the highest adopters of shift-left.Small(Less than 100 employees)Medium(101-999 employees)Large(1000 employees)Enterprise(10,000 employees)22%9B&7A%9P%9%8Q%Yes,we have implemented it.Yes,we are in the process of implementing it.No,we do not but know that it is important.No,we do not have a plan to implement.ECU/ECMChassis and Safety(Electric Power Steering EPS,Brakes,and Airbags)14B%4%66HAS/Driver Assistance13AB%4%Hybrid Electric Control Systems(HEV/EV)1595%Instrument Clusters/HVAC/Lighting8I5%8%Yes,we have implemented it.Yes,we are in the process of implementing it.No,we do not but know that it is important.No,we do not have a plan to implement.22Recalls&VulnerabilitiesIn the last two decades,the number of automotive recalls has nearly doubled in North America,according to the National Highway Traffic Safety Administration(NHTSA).In general,each recall affects thousands of vehicles.Whats more,the impact of a vehicle recall is significant with the cost averaging about$500 per vehicle,according to Mike Held,a director in the automotive and industrial practice at AlixPartners.Recalls can become incredibly expensive for the manufacturer.For example,in 2019,which is the most recent data available,there were 964 automotive recalls for 53.1 million vehicles.The estimated cost for recalls that year was roughly$26.5 million.Aside from the financial impact,a recall can affect a companys reputation and impact market performance.Of our respondents,38%stated that they had been impacted by a recall or code vulnerability,48%stated that they had not been impacted,and 14%did not know whether their organization had or had not been impacted.It is important to mention that there are varying degrees of severities for recalls and vulnerabilities,38%is nevertheless higher than it should be,as it should be close to 0%as possible.That number could be influenced by a new security vulnerability or the lack of software security tools,such as static analysis,or the lack of software security training.38%of organizations developing automotive software and components have been impacted by recalls and vulnerabilities.The average cost of an automotive recall is about$500 per vehicle.Yes,we have been impacted by it.No,we have not.I dont know.38H#OVERVIEW REGIONWhen looking at the collected responses by region,the EMEA region had the lowest percentage of impact(32%).OVERVIEW ORGANIZATION SIZEWhen looking at the collected responses by organization size,it was apparent that recalls and vulnerabilities equally affected organizations of all sizes.OVERVIEW TEAM SIZEWhen looking at the collected responses by team size,development teams of 21 to 100 employees showed the highest percentage of impact by recalls and vulnerabilities(43%).North AmericaEurope,Middle East,AfricaAsia PacificLatin America10IAGY)BQ2%Yes,we have implemented it.No,we have not.I dont know.6-2021-100100-250251 16D%1-516S144&S%7PC%Yes,we have implemented it.No,we have not.I dont know.9V54AHFA%Yes,we have implemented it.No,we have not.I dont know.Small(Less than 100 employees)Medium(101-999 employees)Large(1000 employees)Enterprise(10,000 employees)24Automotive Software SecurityAs more software is added to vehicles,enforcing software security is no longer optional it is now a requirement.THE LEADING AUTOMOTIVE SOFTWARE SECURITY CHALLENGES48%of those that we surveyed cited that“meeting regulations that require cybersecurity approval”was their leading software security challenge,with“enforcing secure coding practices”(33%)being the second most cited challenge.This is not surprising as meeting compliance requirements has been a challenge for automotive software development for years,which is why tools like static analysis are essential.Delivering software security updates(15%)was the third most cited software security challenge,with others trailing with 4%.A CULTURE OF SOFTWARE SECURITY IS GROWINGDespite the challenges of meeting software security requirements and enforcing secure coding practices,the majority of those we surveyed stated that they are provided tools and/or are given software security training(56%).Of those surveyed,34%were not provided with tools or given software security training,and 10%were unsure.Meeting software security requirements and enforcing secure coding practices are the leading challenges for automotive software security.564%I dont know.Yes,we provide toolsand/or training.No,we do not.Enforcing secure coding practices.Meeting regulations requiring cybersecurity approval.Delivering sofware security updates.Other33%4H%“Governments and cities have introduced regulations and incentives to accelerate the shift to sustainable mobility,with regulators worldwide defining more stringent emissions targets.The European Union presented its Fit for 55 program,which seeks to align climate,energy,land use,transport,and taxation policies to reduce net greenhouse gas emissions by at least 55%by 2030,and the Biden administration introduced a 50 percent electric vehicle target for 2030.Beyond such mandates,most governments are also offering EV subsidies.”How Much Are Developers Truly Affected by Electric,Autonomous,Semi-Autonomous,and Connected Vehicles?In recent years,the automotive industry has been expanding and evolving to include electric,autonomous,semi-autonomous,and connected vehicles.In fact,it is estimated that by 2030,96%of all new cars will have connectivity built-in,and by 2040,nearly every new car sold will be electric,according to a BBC report.Electric Vehicle Development Continues to Ramp UpAccording to a recent McKinsey report:Last year,our survey indicated that electric vehicles were becoming the norm,with 47%stating that they are working on some electric vehicle components and 39%stating that it is driving their design and development efforts.This year,we have seen an even greater increase in the development of electric vehicles.45%of respondents indicated that they are working extensively on electric vehicles,which is a 6%increase from a year ago.The response for electric vehicles,somewhat impacting design and development efforts,went down 5%to 42%,and the response for“not at all”remained the same.26OVERVIEW REGIONWhen looking at the collected responses by region,a majority of the respondents in all regions indicated that electric vehicles are extensively impacting their product design and development.OVERVIEW ORGANIZATION SIZEWhen looking at the collected responses by organization size,everyone provided similar responses,which was that electric vehicles are extensively impacting product design and development.Larger impact of electric vehicles in product development and design.45%of respondents are working extensively on electric vehicles or related designs.56EB%Not at all We are not working on electric vehicles today.Extensively Electric vehicles aredriving our design.Somewhat We are working onsome electriccomponents.North AmericaEurope,Middle East,AfricaAsia PacificLatin America9EFQb9BA%Extensively Electric vehicles are driving our design.Somewhat We are working on some electric components.Not at all We are not working on electric vehicles today.216CHHB9%9HC%Extensively Electric vehicles are driving our design.Somewhat We are working on some electric components.Not at all We are not working on electric vehicles today.Small(Less than 100 employees)Medium(101-999 employees)Large(1000 employees)Enterprise(10,000 employees)27Leading Concerns About Electric Vehicle DevelopmentFor electric vehicles,where many hardware components have been replaced by software electronic devices,it is essential that the software is compliant with key functional safety and security standards.That may be why complying with regulations to ensure safety was the top concern(50%),a slight increase of 1%over last year.Security and avoiding cyberattacks were the second leading concerns for 25%of respondents,an increase of 8%.Time-to-market and meeting deadlines were the leading concern for 15%of respondents,a slight decrease of 2%over last year.This indicates that as electric vehicle development becomes more prevalent within the industry,the more resources that are available for teams to meet their deadlines.Meanwhile,keeping development costs under control was the leading concern for 11%,an increase of 2%.This would make sense as the majority of those surveyed are actively working on electric vehicles.The leading concern of electric vehicle development is ensuring safety and security.16%8Q&P&06!2%1 Very Concerning2 Concerning3 Somewhat Concerning4 Not ConcerningSafety Complying with RegulationsSecurity Avoiding CyberattacksTime-to-MarketDelivering Innovative Sofware on TimeDevelopment Costs Keeping Them Under Control28Autonomous Vehicles Are(Still)ComingThe automotive industry has continued to make steady progress on the development of fully autonomous vehicles,they are not quite ready.However,51%of those surveyed are working on some autonomous components,an increase of 7%over last year.Of those we surveyed,31%are extensively focused on designing a fully autonomous vehicle,a decrease of 7%.These two figures taken together imply that there is a movement away from fully autonomous vehicles and a greater focus on semi-autonomous vehicles.OVERVIEW REGIONWhen looking at the collected responses by region,the majority of the regions remained consistent.However,Latin America stood out as 50%of the respondents indicated that they were working extensively on autonomous vehicles.18%Not at all We are not working on autonomous vehicles today.51%Somewhat We are working onsome autonomouscomponents.31%Extensively We are focused ondesigning a fullyautonomous vehicle.North AmericaEurope,Middle East,AfricaAsia PacificLatin America12U3$P%Y#H)%Extensively We are focused on designing a fully autonomous vehicle.Somewhat We are working on some autonomous components.Not at all We are not working on autonomous vehicles today.29Connected Vehicles Have Become the NormBy 2030,nearly every vehicle will feature built-in connectivity.Despite that,connectivity is not a central focus for many of our respondents.Only 28%are extensively working on connected vehicles,a decrease of 8%from last year.With 55%of respondents working on connectivity components,an increase of 6%over last year.This seems to indicate that as built-in connectivity is becoming more common,it has become more of an expected feature of the automotive development process,rather than it being something novel that requires additional attention.OVERVIEW REGIONWhen looking at the collected responses by region,it is apparent that a majority of respondents indicated that connected vehicles are somewhat impacting product design.17%Not at all We are not working on connected vehicles today.55%Somewhat We are working onsome connectivitycomponents.28%Extensively Connected vehiclesare driving ourdesign.North AmericaEurope,Middle East,AfricaAsia PacificLatin America17V(%1DaT)%Extensively Connected vehicles are driving our design.Somewhat We are working on some connectivity components.Not at all We are not working on connected vehicles today.Unlike a high impact in electric vehicles,connected vehicles remain with moderate impact on product design and development.30Chassis and Safety(Electric PowerSteering EPS,Brakes,and Airbags)ECU/ECMPowertrain(non-EV)AD/Autonomous Drive39VXHE%79%3%3%5%7EH%EV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceInfotainment Systems35bEQ%9I%8AQ%LiDARConnected Car and V2XHybrid Electric Control Systems(HEV/EV)Instrument Clusters/HVAC/Lighting41UeY816Raler ManagementDiagnosticManufacturingSupply Chain100XW(4%89I%Extensively Electric vehicles are driving our design.Somewhat We are working on some electric components.Not at all We are not working on electric vehicles today.4%6%4%3%OVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSWhen looking at the collected responses by automotive development focus,you can see a clear extensive development based on electric vehicles,in some areas even over 60%of the respondents.3114a$V!%E!8(%1 Very Concerning2 Concerning3 Somewhat Concerning4 Not ConcerningSafety Complying with RegulationsSecurity Avoiding CyberattacksTime-to-MarketDelivering Innovative Sofware on TimeDevelopment Costs Keeping Them Under Control6%5%Leading Autonomous,Semi-Autonomous,and Connected Vehicles ConcernsWith autonomous,semi-autonomous,and connected vehicles,there are both safety and security concerns especially with so many hardware components having been replaced by software electronic devices.When looking at autonomous,semi-autonomous,and connected vehicles as a whole,56%of those we surveyed stated that complying with regulations to ensure safety was their leading concern,which is the same as last year.However,software security vulnerabilities increased by 9%over last year for a total of 28%.The impact of that increase can be seen in time-to-market and meeting deadlines(11%)and keeping development costs under control(5%),both of which saw declines over the previous year.This shows that there is a growing concern around software security in these vehicles as the number of connected software components increases.Concerns over cybersecurity rose by 9%over last year.32ISO 26262 Is Still KeyISO 26262 is a key functional safety standard for the automotive industry.A majority of those we surveyed are required to comply with ISO 26262(79%).Central to automotive software development,ISO 26262 is enforced throughout all areas of automotive software development.Why Standards-Compliant Software Remains Vital for Automotive Software THE AUTOMOTIVE INDUSTRY REMAINS HIGHLY REGULATEDAll vehicle components regardless of whether they are for autonomous,semi-autonomous,electric,connected,or traditional vehicles have some safety and security requirements,but the level of coverage varies depending on the functionality of the component.Therefore,ensuring that software is compliant with key industry coding standards and guidelines is an essential part of the automotive software development process for all types of vehicles.21%No79%Yes33WHY DEVELOPERS NEED TO COMPLY WITH ISO 26262For those who need to comply with ISO 26262:48%need to comply due to a customer requirement,an increase of 4%over last year.33%need to comply due to a market requirement,a decrease of 4%over last year.19%have an internal requirement,an increase of 2%over last year.OVERVIEW REGIONWhen looking at the collected responses by region,ISO 26262 compliance is a nearly universal expectation,yet the reasoning for its compliance differs.For example,in EMEA,52%of respondents cited that ISO 26262 is a customer requirement,and in Latin America,54%indicated that it was a market requirement.19%Internal Requirement48%Customer Requirement33%Market RequirementNorth AmericaEurope,Middle East,AfricaAsia PacificLatin America18C84T#R R(%Market RequirementCustomer RequirementInternal RequirementOther14OVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSWhen looking at the collected responses by automotive development focus,the leading reason for ISO 26262 compliance was that it was a customer requirement rather than a market requirement.Dealer ManagementDiagnosticManufacturingSupply Chain38G%Instrument Clusters/HVAC/LightingHybrid Electric Control Systems(HEV/EV)Connected Car and V2X19G3%LIDARInfotainment Systems54T43%EV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceAD/Autonomous DrivePowertrain(non-EV)14R3U/ECMChassis and Safety(Electric Power Steering EPS,Brakes,and Airbags)7CGQ3%Market RequirementCustomer RequirementInternal RequirementOther3%2%1I6G5%1E9%1V%2F5FB%2%1!G1%1F%28G%35WHY DEVELOPERS NEED TO COMPLY WITH ISO/SAE 21434For those who need to comply with ISO/SAE 21434:54%need to comply due to a customer requirement,an increase of 14%over last year.23%need to comply due to a market requirement,a decrease of 15%over last year.23%have an internal requirement,an increase of 1%over last year.23%Internal Requirement54%Customer Requirement23%Market RequirementISO/SAE 21434 Highlights the Growing Need for Software SecurityISO/SAE 21434 is a relatively new automotive standard that focuses on the cybersecurity risk in road vehicle electronic systems.Despite its recentness,a majority of those surveyed will be required to comply with ISO/SAE 21434(71%).71%Yes29%No36OVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSWhen looking at the collected responses by automotive development focus,compliance with ISO/SAE 21434 is primarily a customer requirement.This makes sense as it is not yet an industry requirement,but will become mandatory in the future.Dealer ManagementDiagnosticManufacturingSupply Chain75%6%Instrument Clusters/HVAC/LightingHybrid Electric Control Systems(HEV/EV)Connected Car and V2X21R%LIDARInfotainment Systems26%d%EV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceAD/Autonomous DrivePowertrain(non-EV)23WU/ECMChassis and Safety(Electric Power Steering EPS,Brakes,and Airbags)14U0q%Market RequirementCustomer RequirementInternal RequirementOther1%1%1U#Y%2)U%1!W%3Y %2W%2%2$Q#%2U$%2T0%27WHY DEVELOPERS NEED TO COMPLY WITH SOTIF (ISO/PAS 21448)For those who need to comply with SOTIF(ISO/PAS 21448):59%need to comply due to a customer requirement,an increase of 13%over last year.25%need to comply due to a market requirement,a decrease of 9%over last year.15%have an internal requirement,a decrease of 3%over last year.With the growth of semi-autonomous vehicle development,more development teams are required to comply with SOTIF(ISO/PAS 21448),which would contribute to the increase of 13%over last year.1%Other15%Internal Requirement59%Customer Requirement25%Market RequirementSOTIF(ISO/PAS 21448)Continues to be ImportantSOTIF(ISO/PAS 21448)was developed to address the additional safety challenges for autonomous and semi-autonomous vehicles.A majority of those that we surveyed stated that SOTIF(ISO/PAS 21448)was a part of their software development process(64%).64%Yes36%No38Dealer ManagementDiagnosticManufacturingSupply Chain74%7%Instrument Clusters/HVAC/LightingHybrid Electric Control Systems(HEV/EV)Connected Car and V2X14b%LIDARInfotainment Systems24)hd%EV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceAD/Autonomous DrivePowertrain(non-EV)17Y#U/ECMChassis and Safety(Electric Power Steering EPS,Brakes,and Airbags)15a#q%9 %Market RequirementCustomer RequirementInternal RequirementOther1%1)c$%1f!%1b%3s%2%9r%3%2P)%2#%3I0%2%3%OVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSWhen looking at the collected responses by automotive development focus,we can see that some areas of automotive software development have a higher demand for SOTIF(ISO/PAS 21448).For example,Access Control and Comfort Systems at 71%indicating that is a customer requirement,and Infotainment systems at 73%.OVERVIEW REGIONWhen looking at the collected responses by region,the customer requirement for compliance with SOTIF(ISO/PAS 21448)has grown to over 50ross all regions.North AmericaEurope,Middle East,AfricaAsia PacificLatin America15%1P43Ppc %Market RequirementCustomer RequirementInternal RequirementOther39Leading Challenges in Proving ComplianceProving compliance with key automotive functional safety and security standards can be a challenging and time-consuming process,but we continue to see increased demand from customers for meeting these standards.Most of those that we surveyed struggled to fulfill safety requirements and prove that those requirements have been filled(47%).16%had trouble with enforcing coding standards,an increase of 4%,and others experienced difficulties with showing design history(14%),documenting versions of files and assets(12%),and analyzing risks(9%).The increased challenges with enforcing coding standards seem to correlate with the increased need for security and safety compliance across all types of automotive vehicles.Fulfilling safety requirements and providing documentation proving that the criteria have been met is the leading challenge with automotive software compliance.Enforcing Coding StandardsFulfilling Safety Requirements(and Proving It)Showing Design HistoryDocumenting Versions of Files and Assets16%Analyzing Risk9%Other3GOVERVIEW ORGANIZATION SIZEWhen looking at the collected responses by organization size,very large organizations with at 10,000 employees struggled the most with analyzing risks(18%)versus other organizations,which had an average of 9%.OVERVIEW RESPONDENT EXPERIENCE LEVELWhen looking at the collected responses by respondent experience level,industry professionals with at least 10 years of experience,were the least concerned about showing design history(4%)with the average for the other groups being 16%.However,they were the most concerned about analyzing risks(18%)with the average being 9%.The leading challenge in proving compliance for organizations of every size is fulfilling safety requirements and verifying that all of the criteria have been met.1-3 years3-5 years5-10 yearsMore than 10 years16I%8%Less than 1 year3%Enforcing coding standardsFulfilling safety requirements(and proving it)Showing design historyAnalyzing riskOtherDocumenting versions of files and assets17%98 %4%2P%8%6H%6H%7%4%Key Coding Standards for Automotive Software Development86%of those surveyed are using at least one coding standard.The use of a coding standard is important for uniformity in your codebase,which helps to ensure that it is safe,secure,and compliant.Coding standards are used by 86%of organizations in the automotive software development industry.86%Yes14%No41WHICH CODING STANDARDS DEVELOPERS USE MOST FOR AUTOMOTIVE SOFTWAREMany of those that we surveyed are using multiple coding standards.With 50%using MISRA,an increase of 3%over last year.The second most used coding standard is C Core Guidelines,which saw an increase of 4%over last year for a total of 43%.Some of those surveyed use the following standards:34%use AUTOSAR C 14,a decrease of 5%.28%use Embedded C(Barr Group),a decrease of 6%.19%use High Integrity C ,a decrease of 8%.16%use CERT,an increase of 1%.11%use Google C Style Guide,a decrease of 1%.MISRA is used across all automotive software development areas globally.C Core GuidelinesEmbedded C(Barr Group)43(%High Integrity C 19RT16%Google C Style Guide11%Other5%MISRA50%AUTOSAR C 1434BHow Development Teams Manage Their WorkC and C Are Still the Most Commonly Used Programming LanguagesBased on our survey results,C is still the leading programming language for automotive software development.When compared to last years report,the use of C has decreased by 22%to 37%,and C increased by 15%to 53%.The use of Java remained the same at 32%,and Python at 31%,which is the preferred language for Artificial Intelligence(AI)and Machine Learning(ML)applications.CC#37#%Python31%C 53%Java32COVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSWhen looking at the collected responses by automotive development focus,we found that:C is mostly used for the development of ECU/ECM(63%),as well as chassis and safety(55%).C is most used for the development of ECU/ECM(67%),ADAS/Driver Assistance(66%),and chassis and safety(66%).C#is most used for the development of LiDAR(39%),as well as Infotainment Systems(37%).Java is most used for the development of supply chain(61%),manufacturing(46%),and LiDAR(46%).Python is most used for the development of Hybrid Electric Control Systems(HEV/EV)(53%),as well as Diagnostics(48%).25 3gcaler ManagementDiagnosticManufacturingSupply ChainInstrument Clusters/HVAC/LightingHybrid Electric Control Systems(HEV/EV)Connected Cart and V2XLIDARInfotainment SystemsEV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceAD/Autonomous DrivePowertrain(non-EV)ECU/ECMChassis and Safety(Electric Power Steering EPS,Brakes,and Airbags)2583fU496B83R783T($55V37CEdF19fH1DC79FFG4EEbI&7SQD$AHfG0E0E0aFRA$FBP2%C#JAVAPYTHONC C44Teams Are Leveraging Faster Methods and ProcessesMany automotive development teams have adopted methods and processes that help them to quickly adapt and develop quality software faster.In comparison to last years results,we can conclude that respondents continue using the different methods at the same rate.Agile development continues to be the most used method(45%),and test-driven development(38%)was the second most used option for development.HOW HARDWARE AND SOFTWARE TEAMS WORK TOGETHERWith the growing prevalence of electric,autonomous,semi-autonomous,and connected vehicles,the automotive industry continues to shift from hardware-driven machines to software-driven electronics devices.For that reason,it is essential that development teams can effectively manage both hardware and software,as well as code assets.Model-Drive DevelopmentTest-Driven DevelopmentAutomatic Code GenerationAgile Development332E%Waterfall Development26%Parallel Development138%Other5EOVERVIEW ORGANIZATION SIZEWhen looking at the collected responses by organization size,there were a few similarities,with both medium and large organizations citing“integration with engineering tools(design/test)”being their leading concern.While small and enterprise organizations shared that“cross-team(hardware/software)collaboration”was their leading concern.Small(Less than 100 employees)Medium(101-999 employees)Large(1000 employees)Enterprise(10,000 employees)23(0%0$(%5%5%1)%Cross-team(hardware/sofware)collaborationTeams working from distributed locationsIntegration with engineering tools(design/test)Management of multiple variants/releases of technology componentsOtherChallenges in managing hardware,software,and code assets can become exasperated as more hardware components are replaced with software.The most significant challenge was effectively integrating engineering design and test tools(29%).That challenge can be further aggravated by teams working from distributed locations(28%)while also collaborating across teams for both hardware and software(24%).In addition,managing multiple variants and releases of all the technology components was cited as a leading concern by 17%.Cross-Team(Hardware/Sofware)CollaborationTeams Working From Distributed LocationsIntegration with Engineering Tools(Design/Test)28)%Management of Multiple Variants/Releasesof Technology Components17%Other2$%Leading Challenges in Managing Hardware,Software,and Code Assets46OVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSFor the leading challenges in managing hardware,software,and code assets,here is the breakdown based on automotive development focus.Dealer ManagementDiagnosticManufacturingSupply ChainInstrument Clusters/HVAC/LightingHybrid Electric Control Systems(HEV/EV)Connected Car and V2XLIDARInfotainment SystemsEV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceAD/Autonomous DrivePowertrain(non-EV)ECU/ECMChassis and Safety(Electric Power Steering EPS,Brakes,and Airbags)11GBB%Cross-team(hardware/sofware)collaborationTeams working from distributed locationsIntegration with engineering tools(design/test)Management of multiple variants/releasesof technology componentsOther293%3%1%1%4%3%1%4)362!7%361#0!%3 0#$%37&%4 1%1(1%3)(%1%8C0%34F(%235GHow Artificial Intelligence and Machine Learning Have Impacted Automotive DesignThe use of new technologies has also had an impact on the automotive development space,with artificial intelligence(AI)and machine learning(ML)being increasingly used in their automotive software development.Similarly to last years results,there were only minimal variations,with a difference of only 1-2%variance.Most of those we surveyed stated that they were using AI and/or ML somewhat for development(48%),and 33%stated that they are extensively using AI and/or ML to drive innovation.55%Not at all We are not using AIand/or machine learning today.48%Somewhat We are using AI and/ormachine learning forsome development.33%Extensively We are using AI and/ormachine learning todrive innovation.OVERVIEW REGIONWhen looking at the collected responses by region,North American and Latin America regions displayed extensive use of AI/ML.North AmericaEurope,Middle East,AfricaAsia PacificLatin AmericaExtensivelySomewhatNot at all11GB#G0$88HOVERVIEW AUTOMOTIVE DEVELOPMENT FOCUSWhen looking at the collected responses by automotive development focus,we see extensive development-based AI/ML.Dealer ManagementDiagnosticManufacturingSupply Chain50H%Instrument Clusters/HVAC/Lighting217B%Hybrid Electric Control Systems(HEV/EV)18D8%Connected Car and V2X11I%LIDAR11GB%Infotainment Systems13S48$TF%2S2%EV ChargingAccess Control and Comfort SystemsADAS/Driver AssistanceAD/Autonomous DrivePowertrain(non-EV)10EEU/ECMChassis and Safety(Electric Power Steering EPS,Brakes,and Airbags)43H%9G8%Extensively we are using AI and/or machine learning to drive innovation.Somewhat we are using AI and/or machine learning for some development.Not at all we are not using AI and/or machine learning today.19G4H3%8RH8ITHE AUTOMOTIVE OSS THAT DEVELOPMENT TEAMS ARE USINGAs more software is added to vehicles,it is important to look at the operating system(OS)that development teams are using.According to our results,the leading operating system was Automotive Grade Linux(30%),followed by VxWorks(17%),Android Automotive OS(14%),and QNX(9%).In looking at which operating system they would most likely use in the future,the majority of respondents cited Android Automotive OS(21%).VxWorksQNX9%Android Automotive OS14%Automotive Grade Linux30%KEY DEVELOPMENT TOOLS USED TO IMPROVE SOFTWARE QUALITYThe amount of software being added to vehicles is increasing at an astounding rate,as a result,the speed and complexity of innovation make cybersecurity essential for automotive software.Which Software Tools Development Teams Are UsingUsing the right software development tools is essential for ensuring that your software is safe,secure,and reliable.Some of the top tools for those we surveyed included:Static Application Security Testing(SAST)(31%)Project Management(38%)Application Lifecycle Management(Requirement/Test/Issue Management)(39%)Version Control(40%)Static Analysis(46%)50Leading Benefit of Development ToolsA majority(44%)of those we surveyed said that using software development tools has helped accelerate their time-to-market.Some remarked the biggest benefit was simplifying their compliance process(22%).Improved software quality(17%),eliminated risk(safety and/or security)(13%),and reduced costs in development(4%)were also listed as the leading benefit.1 Most Beneficial2 Somewhat Beneficial3 Beneficial4 Somewhat Less Beneficial5 Least BeneficialSimplified the Compliance ProcessEliminated Risk(Safety/Security)Improved Sofware QualityReduced Costs in Development12Dcelerated Time-to-Market12%9) 3%9V%4!QWhy Static Analysis Remains Essential for Automotive Software DevelopmentBased on survey responses,the leading concerns across multiple areas of automotive development are safety and security.One of the most effective methods to mitigate the potential functional safety and security issues is to use a static analysis tool.An industry standardized static analysis tool such as Perforces Helix QAC and Klocwork enables teams to effectively identify software security vulnerabilities and weaknesses as well as enforce recommended coding standards and guidelines.Both Perforce static analysis tools verify compliance with the coding standards and guidelines,as well as provide evidence of that compliance.This will provide overall consistency,correctness,and completeness with respect to functional safety and cybersecurity requirements.By using a static analysis tool,you can accelerate compliance by:Enforcing coding standards and detecting rule violations.Detecting compliance issues earlier in development.Accelerating code reviews and manual testing efforts.Reporting on compliance over time and across product versions.In addition,Perforce static analysis tools provide full compliance to both MISRA and CERT guidelines.They are also certified for use for safety-critical systems by TV-SD,including ISO 26262 up to ASIL level D.See for yourself how Perforce static analysis tools can help ensure the functional safety and security of your automotive software.Request your free trial the Survey Appendix The 2022 State of Automotive Software Development Survey Report is based on an anonymous survey conducted between March 1 and April 23,2022.It targeted automotive professionals from across the globe and received nearly 600 responses.To help segment and analyze the survey results,we asked respondents basic demographic questions.ExperienceThose that participated in the survey presented a range of professional experience from less than a year to more than 10.Even though we received a balanced sample,respondents with more than 10 years of experience make up the largest share at 24%.16# $%1-3 years3-5 years5-10 yearsMore than 10 yearsLess than 1 yearRegionThose that participated in the survey are from the top four geographical regions in the world,with Europe,the Middle East,and Africa(EMEA)representing the majority of the responses.51%Europe,Middle East,AfricaNorthAmerica32%Asia Pacific3%Latin America53Company SizeThose that participated in the survey work for companies of all sizes,with a good distribution between large,medium,and small organizations being represented in the survey.Organization TypeThose that participated in the survey,work primarily for Tier 1 and Tier 2 suppliers,as well as OEMs and Tier 3 suppliers.28#3%Small(Less than 100 employees)Medium(101-999 employees)Large(1000 employees)Enterprise(10,000 employees)19(%90%OEMTier 1 SupplierTier 2 SupplierTier 3 Supplier14%Other54Role and Area in the OrganizationTo help the readers of this report better understand who participated in the survey,we asked the respondents about their area of automotive development,as well as their current roles.It was not surprising to see that“software development”was the top selection,but there are a large variety of areas and roles,including testing and training under the“other”category.Functional Safety/Security Officer12%Executive7%Analyst5ministrator3%Student1%Director/Manager23%Compliance Officer7%Other5%Engineer/Developer30%Consultant7%ArchitectureDevOps13%Quality AssuranceRegulatory/Compliance/Security4%Other7%Strategy7%8%5%Sofware Development23%Project Management15%Engineering18out PerforcePerforce powers innovation at unrivaled scale.Perforce solutions future-proof competitive advantage by driving quality,security,compliance,collaboration,and speed across the technology lifecycle.We bring deep domain and vertical expertise to every customer,so nothing stands in the way of success.Perforce is trusted by the worlds leading brands to deliver solutions to even the toughest challenges.Accelerate technology delivery,with no shortcuts.Get the Power of Perforce.Have comments or suggestions for next years report?Share them with us by emailing with the subject line“Automotive Software Development 2023”
2023-02-01
54页
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AUSTRALIAN RAIL MARKET OUTLOOKDECEMBER 2022About BIS Oxford EconomicsEffective March 1,2017,UK-headq.
2023-01-30
40页
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Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics February 2022 ii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Cover Photos:Adobe Stock i i Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Table of Contents List of Figures.iii List of Tables.iii Acronyms.v Foreword from the Secretary.vii Executive Summary.x Building Resilient Supply Chains to Address Disruptions.xi.xi Responding to Current Supply Chain Disruptions.xii.xii Roles of the Federal Government and Its Partners.xiv.xiv Recommendations for Resilient Supply Chains.xv.xv 1.0 Introduction.1 1.1 Purpose.2.2 1.2 Background.3.3 1.3 Freight and Logistics System Resilience.6.6 1.4 Federal Role in Freight and Supply Chains.8.8 2.0 Freight and Logistics Trends.10 2.1 Globalization of Supply Chains and Growing International Trade.11.11 2.2 Overall Growth in Freight Demand.14.14 2.3 Increased E-Commerce and Direct-to-Consumer Logistics.16.16 2.4 Changing Workforces and Technology.17.17 2.5 Increased Disruption Caused by Climate Change.18.18 2.6 Public Disinvestment in Infrastructure.19.19 2.7 Industry Consolidation.21.21 3.0 Challenges in Supply Chain Resilience.24 3.1 Physical Infrastructure.24.24 3.2 Congestion.28.28 3.3 Data Availability and Knowledge Gaps.32.32 3.4 Supply Chain Security.34.34 ii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 3.5 Last-Mile Freight Delivery.36.36 3.6 Chassis Availability.38.38 3.7 Container Availability.40.40 3.8 Warehousing.42.42 3.9 Freight and Logistics Workforce.44.44 3.10 Regulations and Unfair Business Practices.47.47 4.0 Ensuring Resilience in Our Nations Supply Chains:Policy Responses.49 The Administrations Approach to Supply Chain Disruptions.50.50 The Roles of the Federal Government and Its Partners.50.50 Recommendations for Resilient Supply Chains.52.52 4.1 Infrastructure Investment.54.54 4.2 Planning and Technical Assistance.64.64 4.3 Research and Data.76.76 4.4 Rules and Regulations.85.85 4.5 Coordination and Partnerships.91.91 Endnotes.95 iii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation List of Figures Figure ES-1:Properties of a Resilient System.xii Figure 1:The Role of Freight and Logistics in Supply Chains.3 Figure 2:Properties of a Resilient System.7 Figure 3:Freight Flows by Highway,Railroad,and Waterway,2017.12 Figure 4:Top Air Cargo Airports by Weight of Cargo,2018.13 Figure 5:Value of U.S.Monthly Imported Goods,2010-2021.14 Figure 6:Projected U.S.Freight Growth by Mode,2020-2045.15 Figure 7:Quarterly E-Commerce Retail Sales.16 Figure 8:Transportation Infrastructure:Sources of Nondefense Nominal Investment and as a Percent of Gross Domestic Product,1962 to 2017.19 Figure 9:Rail Industry Consolidation Has Allowed Railroads to Increase Rates Dramatically More than Inflation and Trucking(Based on Cents per Revenue Ton-Mile 2002-2019).23 Figure 10:Airports Vulnerable to Storm Surge.26 Figure 11:Examples of Major Highway Freight Bottlenecks by Number by Truck Hours of Delay per Mile.29 Figure 12:Container Ships Awaiting Berths at all U.S.Ports,July 2021 February 2022.30 Figure 13:Truck Transportation Employees.45 Figure 14:Warehousing and Storage Employees.45 Figure 15:Job Openings and Labor Turnover:Transportation,Warehousing,and Utilities Sector(Seasonally Adjusted).46 List of Tables Table ES-1:Federal Role in Addressing Supply Chain Disruptions:Policy Roles and Goals.xv Table ES-2:Recommendation Implementation:Impact.xvi Table ES-3:Recommendation Implementation:Cost.xvi Table ES-4:Recommendation Implementation:Level of Complexity.xvii Table ES-5:Infrastructure Investment Policy Recommendations.xvii Table ES-6:Planning and Technical Assistance Policy Recommendations.xx Table ES-7:Research and Data Policy Recommendations.xxv Table ES-8:Rule and Regulations Policy Recommendations.xxix Table ES-9:Coordination and PartnershipsRecommendations.xxxiii iv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Table 1:Examples of Transportation System Disruptions with Freight Movement Implications.4 Table 2:Federal Role in Addressing Supply Chain Disruptions:Policy Roles and Goals.51 Table 3:Recommendation Implementation:Impact.52 Table 4:Recommendation Implementation:Cost.53 Table 5:Recommendation Implementation:Level of Complexity.53 Table 6:Infrastructure Investment Policy Recommendations.54 Table 7:Planning and Technical Assistance Policy Recommendations.64 Table 8:Research and Data Policy Recommendations.76 Table 9:Rules and Regulations Policy Recommendations.85 Table 10:Coordination and Partnerships Policy Recommendations.91 v Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Acronyms AAR Association of American Railroads ACSCC Advisory Committee on Supply Chain Competitiveness ARTBA American Road&Transportation Builders Association ASCE American Society of Civil Engineers ASCENT Center of Excellence for Alternative Jet Fuels and Environment BCO Beneficial Cargo Owners BIL Bipartisan Infrastructure Law BLS Bureau of Labor Statistics BTS Bureau of Transportation Statistics CBO Congressional Budget Office CBP Customs and Border Protection CDL Commercial Drivers License CFS Commodity Flow Survey CISA Cybersecurity and Infrastructure Security Agency CLEEN Continuous Lower Energy,Emissions and Noise Program COVID-19 Coronavirus Disease 2019 CPIU Consumer Price Index for All Urban Consumers CRISI Consolidated Rail Infrastructure and Safety Improvements Grants DHS United States Department of Homeland Security DOC United States Department of Commerce DOD United States Department of Defense DOE United States Department of Energy DOL United States Department of Labor ED United States Department of Education EIA Energy Information Agency EPA Environmental Protection Agency ES Executive Summary FAA Federal Aviation Administration FAC Freight Advisory Committee FAF Freight Analysis Framework FAR Federal Acquisition Regulations FHWA Federal Highway Administration FMC Federal Maritime Commission FMCSA Federal Motor Carrier Safety Administration FRA Federal Railroad Administration FRED Federal Reserve Economic Data GAO Government Accountability Office GDP Gross Domestic Product GHG Greenhouse Gases GNSS Global Navigation Satellite System GPS Global Positioning System HME Hazardous Materials Endorsement HPMS Highway Performance Monitoring System IEP Intermodal Equipment Providers INFRA Infrastructure for Rebuilding America Grant Program IoT Internet of Things ITS Intelligent Transportation Systems vi Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation MARAD United States Maritime Administration MIAO White House Made in America Office MPO Metropolitan Planning Organization MTO Marine Terminal Operator NBI National Bridge Inventory NEPA National Environmental Policy Act NFSP National Freight Strategic Plan NGA National Geospatial-Intelligence Agency NHFN National Highway Freight Network NHFP National Highway Freight Program NHI National Highway Institute NHPN National Highway Performance Network NHS National Highway System NMCFRP National Multimodal Cooperative Freight Research Program NOAA National Oceanic and Atmospheric Administration OMB Office of Management and Budget OPM Office of Personnel Management PHMSA Pipeline and Hazardous Materials Safety Administration PCS Port Community Systems PIDP Port Infrastructure Development Program Grants PNT Position,Navigation,and Timing PTC Positive Train Control PTP PortTruckPass RAISE Rebuilding American Infrastructure with Sustainability and Equity Grant Program RFI Request for Information RFID Radio Frequency Identification SAF Sustainable Aviation Fuel STB Surface Transportation Board TEU 20-Foot Equivalent Units TSA Transportation Security Administration TSMO Transportation System Management and Operations TWIC Transportation Worker Identification Credential ULCV Ultra Large Container Vessels USACE United States Army Corp of Engineers USCG United States Coast Guard USDA United States Department of Agriculture USDOT United States Department of Transportation USTR United States Trade Representative VA United States Department of Veterans Affairs VIUS Vehicle Inventory and Use Survey vii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Foreword from the Secretary Over the past year,every American has felt,in one way or another,the impact of the ongoing strain on our national supply chains.Although the COVID-19 pandemic accelerated the problem,in many ways,the supply chain issues we are facing today have been decades in the making.A confluence of short-term shocks and long-term stresses have put our supply chains to the test.Decades of underinvestment in our transportation infrastructure have forced us to move an unprecedented volume of goods on infrastructure that was not built to handle it.Nearly a half century of deregulation and consolidation has,in certain sectors,led to worse service,higher costs,and poorer working conditions.The rise of e-commerce has changed our lives for the better,but the reality is that our freight system was not built for a world where anyone can order anything to be delivered to their door with a couple of taps on their phone.The climate crisis has caused disruptions and delays worldwide.And of course,the pandemic continues to cause outages all over the world.At the same time,thanks to the historic success of the American Rescue Plan and other Administration actions,our economy saw more than 6 million jobs created last yearthe fastest growth since the 1980s.This recovery has also led to unprecedented consumer demand,which meant people have faced higher prices and longer delays as our supply chains struggled to keep up.Despite these challenges,our country is,in fact,moving more goods than we have ever seen,thanks to the essential workers who keep our supply chains running every day:the longshore workers,truck drivers,railroad operators,retail and warehouse workers,pilots,and more.We owe these workers a debt of gratitude,as well as a commitment to strengthening the supply chain infrastructure their jobs depend on,improving working conditions,and supporting their chance to join a union.In America,most of the links in our supply chains fall under the purview of the private sectorand rightly so.But government still has an important role to play,both in acting as an honest broker to coordinate efforts to alleviate the short-term disruptions to our supply chains,and in repairing the public infrastructure that holds every link in that chain together.viii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Thats why the Supply Chain Disruptions Task Forcewhich I co-chair together with Secretary Raimondo and Secretary Vilsackis using every tool at the governments disposal to address these present-term disruptions.Already,the Task Force has moved our ports toward 24/7 operations,reduced long-dwelling containers sitting on the docks,convened stakeholders to discuss how to strengthen the trucking workforce,and worked to increase freight rail service.For the long-term,we are thankful for the historic investments in President Bidens Bipartisan Infrastructure Law(BIL),which provide a once-in-a-generation opportunity to modernize the critical,but outdated,infrastructure our supply chains depend on every day.The BIL makes the largest single Federal investment in our ports in American history,on top of new funds for airports,freight rail,and other critical supply chain infrastructure,which will create jobs and strengthen our economy.Looking to the future,to drive down prices and strengthen our economy,we need to bring back manufacturing jobs to the United States.That means we need more of our supply and production capacity here in the United States,rather than outsourced abroad.To strengthen our economy and build more here at home,we need to take an integrated view that recognizes the inextricable links between our transportation and logistics supply chains,our ability to produce goods domestically,and the investments we make in our infrastructure.This report offers a comprehensive strategy to do just that by investing in America to drive demand for American-made goods and jobs.The Administrations foresight in calling for this report a year ago is a reflection of our commitment to addressing these disruptions.And the recommendations in this report form a crucial roadmap to help prioritize our investment decisions as we work to implement the historic infrastructure law.This report,which reflects feedback from more than 400 industry,labor,and other stakeholders,identifies key policy recommendations across five areas:infrastructure investment,planning and technical assistance,research and data,rules and regulations,and coordination and partnerships.These policy recommendations are meant not only to address the current disruptions,but to help us plan for the future and are designed to stand the test of time,by building modern supply chains that can withstand future disruptions,strengthen our economy,and keep goods movingaffordablyto American families.This is not a partisan issue;we all benefit from having food on the table and goods on the shelves.And we all play a role in improving our supply chains.Solving these issues requires a wide range of public and private sector partners.Americans will depend on Congressional action to update our laws and provide funding for needed investments,like those authorized in the Bipartisan Infrastructure Law.Federal,State,and local agencies must design and implement new policies and programs.And private ix Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation companies and organized labor must work together to find fair solutions and ensure goods make it through each link in our supply chain to reach the places where they are needed most.The challenges before us are historic,but they are matched by an equally historic opportunity.Through our combined efforts,we can build better,more efficient,more resilient supply chains that secure Americas economic future and ensure every American shares in the benefits.x Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Executive Summary Our national economic strength and quality of life depend on the safe and efficient movement of goods throughout our nations borders and beyond.Supply chainsthe interconnected webs of businesses,workers,infrastructure processes,and practices that underlie the sourcing,manufacturing,transportation,and sale of goodsare vital to our everyday lives.In the past they have been invisible to consumers,but the pandemic and its consequences have made clear their vital importance to our daily lives,livelihoods,and basic day-to-day convenience and well-being.To perform well,supply chains require success in transportation,in production,and in sourcing.Americans pay lower prices and face fewer disruptions when goods move efficiently and reliably and businesses and consumers have predictable access to goods and materials.Americans benefit when we bring manufacturing jobs,production,and sourcing to the United States rather than outsourcing them abroad.Onshoring can drive down prices,add resilience,and let America own the industries of the future.When supply chains are disrupted by events such as public health crises,extreme weather,workforce challenges,or cyberattacks,goods are delayed,costs increase,and Americans daily lives are affected.While these disruptions cannot be avoided altogether,we can build supply chains that nimbly and effectively respond to minimize interruptions and keep goods moving under all conditions.The Administration has taken aggressive action to respond to supply chain disruptions stemming from the current pandemic.But even before these disruptions worsened over the course of the past year,the President issued Executive Order 140171 calling for a review of the transportation and logistics industrial base.These recommendations are meant not only to respond to the current disruptions,but to stand the test of time by building supply chains resilient to future disruptions,in whatever form they take.xi Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Building Resilient Supply Chains to Address Disruptions While the COVID-19 pandemic has highlighted and intensified challenges in global supply chains,this is not a new phenomenon.Americas supply chains have faced mounting challenges for several decades,including:Growing freight demand.Changing consumer preferences,including demand for rapid delivery.Attracting,training,and retaining a qualified workforce.Increasingly complex,global supply chains where many products are manufactured abroad.Rising frequency of disruption caused by climate change.Adapting to new technology while maintaining security.Over the past two years,the pandemic has compounded these issues and caused temporary port closures,worker and equipment shortages,increased levels of congestion and delay,and led to fluctuating prices.Significant progress has been made to address the disruptive effects of the COVID-19 pandemic,but many challenges remain.To guard against the impacts of future disruptions over the long term,we must enhance our nations supply chain resilience.Resilience refers to the ability of a system to adapt to changing conditions as well as withstand and rapidly recover from disruption(see Figure ES-1).Building the resilience of supply chains requires Federal leadership to coordinate efforts across a wide range of freight and logistics stakeholders.As these efforts progress,we must also recognize that more resilient supply chains should recognize and mitigate long-standing pollution and economic issues that negatively impact communities of color,low-income,and indigenous communities.The workforce on which a resilient supply chain is built is drawn heavily from these vulnerable communities.xii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Figure ES-1:Properties of a Resilient System Source:USDOT John A.Volpe National Transportation Systems Center,(no date).Responding to Current Supply Chain Disruptions The U.S.Department of Transportation(USDOT)developed this Freight and Logistics Supply Chain Assessment in response to Executive Order 14017:Americas Supply Chains.The Biden-Harris Administration identified that the COVID-19 pandemic was putting Americas supply chains to the test and issued this Executive Order in February 2021 to better understand this important issue and develop a coordinated Federal response.The Administration has actively coordinated with private industry and State and local government to understand on-the-ground conditions and determine how best to employ Federal Government policy levers to address disruptions.The Administration created a Supply Chain Disruptions Task Force convening key stakeholders representing ports,labor,the trucking industry,and affected businesses,and assigned a Special Ports Envoy to help advance short-term actions.In recent months,Federal leadership has resulted in significant improvements,including:Properties of Resilient Systems Resilient systems exhibit several key properties.They have access to diverse components(e.g.,materials,suppliers,carriers,and routes)that provide redundancy in case one component in the system fails.They are also highly connected yet secure,flexible,and adaptive to enable easy transitions from one component to another when needed.Finally,they are capable of being quickly repaired or restored to limit the duration of any one disruption.xiii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Achieving commitments from the Ports of Los Angeles and Long Beachwhich handle 40 percent of our countrys containerized importslabor,and our largest retailers to move toward a 24/7 supply chain system to unlock bottlenecks.Reducing the number of long-dwelling containers at the Ports of Los Angeles and Long Beach by 65 percent through a new fee on ocean carriers leaving import containers at the ports for too long.Working with the Georgia Ports Authority to address congestion at the Port of Savannah through a$7 million investment in“pop-up”inland ports that help relieve capacity in Savannah and have led to decreases in container dwell times and the number of ships at anchor outside the port.Working with the U.S.Department of Agriculture(USDA)and the Port of Oakland to invest in pop-up container yards to help reduce congestion caused by empty containers and make it easier for agricultural exporters to utilize the empties.Launching a Trucking Action Plan to both recruit more truck drivers and improve the quality of existing jobs to retain more drivers in the profession.This includes partnering with the Department of Labor(DOL)on a Registered Apprenticeship Program,a pilot program for truck drivers between the ages of 18-21,which incorporates Registered Apprenticeships to ensure safety through rigorous training standards,driver compensation studies,a driver leasing task force,and more.Providing a toolkit to States detailing specific actions that can be taken to expedite the licensing of commercial drivers and announcing over$30 million in funding to support this effort.Developing a“fast pass”system to expedite global transportation of essential medical products.To complement these near-term actions,this Supply Chain Assessment addresses longer-term resilience challenges facing the American transportation industrial base and supply chains;it also makes policy recommendations to strengthen these systems.The Assessment draws on lessons from the Administrations current efforts as well as extensive public and private stakeholder outreach.It also highlights ways in which the Administration is leveraging new resources made available through the historic Bipartisan Infrastructure Law(BIL)to make significant investments in ports and improve supply chain resilience.xiv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation The recommended policy responses described in detail in this report spotlight a range of actions that USDOT envisions as supporting a resilient 21st-century freight and logistics supply chain for America,including:Investing in freight infrastructure,such as ports,bridges,and railroads,to enhance capacity and connectivity.Providing technical assistance to support the planning and coordination of freight investments and operations and supporting the workers employed in this sector.Improving data and research into supply chain performance.Strengthening and streamlining governance to improve efficiency,build the workforce,increase competitiveness,and reduce safety and environmental risks.Partnering with stakeholders across the supply chain,including coordination with both the public and private sector.Roles of the Federal Government and Its Partners The Federal Government,and USDOT specifically,must play a leadership role in building the long-term resilience of Americas supply chains,but a robust response will require action by a wide range of Federal,State,and local agencies and the private sector.In some cases,robust action may take acts of Congress to reform laws and provide funding.In the near term,the Federal Government can provide leadership by convening stakeholders across the freight and logistics industry to coordinate actions in response to current congestion and build a foundation for long-term supply chain resilience.The collective focus on ensuring a safe and efficient supply chain necessary to support the multiple goals articulated in this report must also include critical stakeholders in communities affected by the pollution that results from the movement of freight.Many communities,especially majority-minority and low-income communities,are already overburdened with health,environmental and quality of life impacts from pollution sources related to movement of freight through various transportation modes.The Community Port Collaboration Toolkit and other resources offered through the Environmental Protection Agencys(EPAs)Ports Initiative program can help support effective and meaningful communication and engagement between freight and logistics stakeholders and members of these impacted communities to promote environmental justice while developing a more resilient supply chain.Table ES-1 describes policy roles to strengthen supply chain resilience.These roles include:infrastructure investment;planning and technical assistance;research and data;rules and regulations;xv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation and coordination and partnership with non-Federal stakeholders.The roles are also paired with specific policy goals detailing how these elements support resilient supply chains.Table ES-1:Federal Role in Addressing Supply Chain Disruptions:Policy Roles and Goals Federal Policy Roles Policy Goals Infrastructure Investment:Identify and prioritize freight needs and provide funding for investments Identify and fund freight system and capacity needs Address supply chain bottlenecks Reduce emissions and mitigate climate change impacts Planning and Technical Assistance:Support State and local agencies to address supply chain challenges Strengthen public sector freight planning and knowledge Mitigate freight impacts on communities Improve supply chain security Strengthen freight workforce and development Research and Data:Improve supply chain data and develop tools and best practices to quickly diagnose and address disruptions Increase understanding of supply chain performance Improve transparency of supply chain data Improve data sharing capabilities Rules and Regulations:Streamline regulations,improve competition and fairness,and reduce health,safety,and environmental risks Increase freight capacity and efficiency Support domestic production of critical equipment Reduce bureaucratic inefficiencies Strengthen market competition and fairness Speed disaster response and recovery Coordination and Partnerships:Support cross-sector,multijurisdictional,and multimodal coordination to address supply chain resilience Convene supply chain stakeholders to enhance USDOTs supply chain work Support the actions of non-Federal partners through continued coordination Recommendations for Resilient Supply Chains To address the supply chain challenges and vulnerabilities that this Assessment identified,USDOT has identified a host of policy recommendations to resolve current disruptions and build more resilient supply xvi Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation chains for the future.Tables ES-5 through ES-9 summarize the Assessments recommendations,which are also discussed in greater detail in Section 4 of this report.The recommendations are also characterized by their expected level of complexity and cost to implement,as well as the magnitude of their potential impact(see Tables ES-2,ES-3,and ES-4,below,for how these are defined).Each recommendation also notes the approximate time frame for completion(e.g.,near-term(0-2 years),medium-term(3-5 years),and long-term(5 years).The table also identifies the Federal and other public and private sector parties that would be involved in implementing the recommendation,along with any transportation modes(trucking,rail,or maritime)or industry(logistics)that would be specifically affected by those actions.Table ES-2:Recommendation Implementation:Impact Moderate High Highest Actions that are more targeted in scope to existing/near-term supply chain challenges Actions that address current challenges and are expected to address future supply chain and logistics challenges over the next 10 years Actions that have wide-ranging scope beyond the immediate supply chain challenges and will influence policymaking around supply chains and logistics for decades to come Table ES-3:Recommendation Implementation:Cost$(Low)$(Medium)$(High)One-time,low levels of funding and/or staff time required One-time,higher levels of funding and/or staff time Recurring/sustained programming,low-medium levels of funding and/or staff time required Significant,recurring/sustained programming,medium-high levels of funding and/or staff time required xvii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Table ES-4:Recommendation Implementation:Level of Complexity Low Medium High One-off studies,plans,or reports Actions that can occur under existing authorities and funding Actions that can be taken by a single agency Low-level coordination and communication efforts New policies,regulations,or processes Sustained coordination efforts,working groups,etc.Actions involving some interagency and inter-governmental coordination New datasets,tools,or systems New data standards and/or harmonization Congressional action required Actions involving significant interagency and inter-governmental coordination Table ES-5:Infrastructure Investment Policy Recommendations Policy Goal:Identify and fund freight system and capacity needs No.Policy Recommendation Impact Actor(s)1 Use funds provided under the Bipartisan Infrastructure Law(BIL)to invest in projects(including identified projects of national and regional significance)that support supply chain resilience,promote domestic manufacturing,plan for future growth,and address intermodal and inland storage capacity needs while simultaneously reducing existing environmental justice issues that freight infrastructure may create on adjacent communities.Complexity:Medium Cost:$(High)Approximate Timing:Medium-Term Mode(s):All Highest USDOT,DOC xviii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Identify and fund freight system and capacity needs No.Policy Recommendation Impact Actor(s)2 Invest in Intelligent Transportation Systems(ITS)infrastructure to enhance port and trucking operations.Complexity:Medium Cost:$(Medium)Approximate Timing:Medium-Term Mode(s):Trucking,Maritime High USDOT 3 Invest in the inland waterway system to enhance its performance and capacity.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):Maritime High USDOT,USACE,USDA 4 Coordinate with States,local governments,and port authorities,as well as Federal partners such as the Department of Defense(DoD),to identify temporary solutions to ease congestion,such as“pop-up”intermodal yards.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):Rail,Trucking Moderate USDOT,DoD,DOC,States,Local govts,Port authorities xix Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Reduce emissions and mitigate climate change impacts No.Policy Recommendation Impact Actor(s)5 Invest in battery electric,hybrid equipment,and zero-emission fueling infrastructure to combat climate change and further reduce emissions of dangerous pollutants such as diesel particulate matter in adjacent communities that suffer a disproportionate impact from goods movement related activities.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Trucking,Maritime High USDOT,DOE,EPA 6 Invest in mitigating freight impacts on adjacent communities.Complexity:Medium Cost:$(High)Approximate Timing:Medium-Term Mode(s):All Highest USDOT Policy Goal:Address supply chain bottlenecks No.Policy Recommendation Impact Actor(s)7 Explore the potential to increase U.S.-flagged ships,shipping companies,and shipbuilding.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):Maritime High USDOT,DOC,Congress 8 Support State DOTs and the private sector to develop and implement strategies that expand truck parking availability consistent with local land use considerations and address safety of rest areas.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Trucking High USDOT,State DOTs,Private sector xx Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Address supply chain bottlenecks No.Policy Recommendation Impact Actor(s)9 Explore the feasibility of financial incentives to improve warehousing capabilities.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Logistics Moderate USDOT,Congress,Private sector Table ES-6:Planning and Technical Assistance Policy Recommendations Policy Goal:Strengthen public sector freight planning and knowledge No.Policy Recommendation Impact Actor(s)10 Implement BILs freight policy and planning provisions with an emphasis on supporting supply chain resilience in the United States consistent with/aligned with other Administration priorities surrounding climate,equity,etc.Complexity:Low Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Highest USDOT 11 Update USDOTs existing guidance on State Freight Plans.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,States xxi Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Strengthen public sector freight planning and knowledge No.Policy Recommendation Impact Actor(s)12 Work with States,Metropolitan Planning Organizations(MPOs),and municipal freight planners to strengthen freight planning and supply chain expertise across the United States.These efforts should include supporting meaningful community engagement in State and local decision-making with a focus on equitable and just outcomes from investments and improvements.Complexity:Low Cost:$(Low)Approximate Timing:Medium-Term Mode(s):All High USDOT,DOC,States,MPOs,Local govts 13 Provide guidance to States and local governments on implementing measures to protect freight routes and industrial lands.Complexity:Medium Cost:$(Low)Approximate Timing:Medium-Term Mode(s):All Moderate USDOT,States,Local govts 14 Continue USDOT support of andinvestment in training,research,and other technical support initiatives to assist thoseseeking to plan,develop,and implement projects and programs that can facilitate efficient supply chains.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All Moderate USDOT xxii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Strengthen freight workforce and development No.Policy Recommendation Impact Actor(s)15 Support the unionized labor force to ensure maintenance and further development of the skills and expertise necessary to support the efficient flow of freight in the future as well as to work through labor-management partnerships to support talent development and retention.Complexity:Low Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All High USDOT,DOL 16 Support workforce public health and public health protocols to minimize disruptions at key locations Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,DOL 17 Undertake a review of current job training and Registered Apprenticeship programs,to identify how they can be leveraged and improved to advance the transportation industrial base workforce,especially with regard to connecting members of vulnerable communities to supply chain jobs.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,DOL,DOC 18 Leverage the experience of military veterans to fill civilian logistics jobs.Complexity:Medium Cost:$(Low)Approximate Timing:Near-Term Mode(s):All Moderate USDOT,DOL,DoD xxiii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Strengthen freight workforce and development No.Policy Recommendation Impact Actor(s)19 Improve workforces quality of life,including by improving workforce access to reliable,affordable,and safe transportation to access jobs.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Highest USDOT,DOL 20 Ensure all applicants for and recipients of Federal financial assistance(including subrecipients)comply with Federal civil rights laws,including Title VI of the Civil Rights Act of 1964,that prohibit discrimination on the basis of race,color,national origin(including limited English proficiency),and other civil rights laws that prohibit discrimination on the basis of disability,sex,and age.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All Moderate USDOT Policy Goal:Improve supply chain security No.Policy Recommendation Impact Actor(s)21 Support public and private sharing of cyber-incident data to enhance supply chain cybersecurity,including providing supply chain stakeholders access to cybersecurity tools and education that allow them to improve their cybersecurity posture in concert with partners and freight facilities.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All High USDOT,DHS/CISA,DOE,DoD xxiv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Improve supply chain security No.Policy Recommendation Impact Actor(s)22 Develop a National Transportation System Security and Resilience Plan.Complexity:High Cost:$(Low)Approximate Timing:Medium-Term Mode(s):All Highest USDOT,DOC,DHS,States,Private sector 23 Prioritize sea,land,and airport facilities and staffing to jointly consider resource needs between agencies to maintain CBP inspection facilities and adequate staffing levels.Complexity:Medium Cost:$(Medium)Approximate Timing:Medium-Term Mode(s):Trucking,Rail,Maritime High USDOT,DHS 24 Improve the security,resilience,reliability,and redundancy of Position,Navigation and Timing(PNT)services,including Global Positioning Systems(GPS)/Global Navigation Satellite Systems(GNSS),alternatives and complements to GPS/GNSS,and related navigation and tracking systems.Complexity:High Cost:$(High)Approximate Timing:Medium-Term Mode(s):All High USDOT,DoD,DOE 25 Determine which elements of the transportation supply chain should be prioritized for domestic manufacturing,ally-shoring,or nearshoring,including cybersecurity elements of critical infrastructure.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Highest USDOT,DOC xxv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Mitigate freight impacts on communities No.Policy Recommendation Impact Actor(s)26 Coordinate Federal support for brownfield and superfund redevelopment to advance national transportation policies.Coordinate these efforts with impacted communities.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All High USDOT,EPA Table ES-7:Research and Data Policy Recommendations Policy Goal:Increase understanding of supply chain performance No.Policy Recommendation Impact Actor(s)27 Invest in an applied freight research program.Complexity:Medium Cost:$(Medium)Approximate Timing:Long-Term Mode(s):All Moderate USDOT 28 Invest in energy and transportation research and data to better understand the interplay of the energy sector and transportation.Complexity:Medium Cost:$(Medium)Approximate Timing:Medium-Term Mode(s):All High USDOT,DOE xxvi Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Increase understanding of supply chain performance No.Policy Recommendation Impact Actor(s)29 Provide funding to restart,maintain,and expand existing programs that collect or provide supply chain data.Examples include the Commodity Flow Survey,Freight Analysis Framework,TransBorder Freight Data dashboard,and the Vehicle Inventory and Use Survey.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):All Highest USDOT,DOC,USDA,USACE 30 Work with Congress to update mandatory response authority for freight data collection.Complexity:High Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,Congress,Private sector Policy Goal:Improve data sharing capabilities No.Policy Recommendation Impact Actor(s)31 Invest in and facilitate the use of communications systems to provide visibility into the location of products or next loads for truckers,terminal managers,and/or beneficial cargo owners(BCOs).Complexity:Medium Cost:$(Medium)Approximate Timing:Medium-Term Mode(s):Trucking,Rail,Maritime High USDOT,DOC xxvii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Improve data sharing capabilities No.Policy Recommendation Impact Actor(s)32 Encourage greater standardization and foster interoperability of data among States and between themultimodaltransportation networks and the private sector.Complexity:High Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,DOC,OPM,USDA,CBP,States,Private sector 33 Develop a national freight portal to share key data among stakeholders and an electronic information exchange standard for critical product flow tracking.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):All High USDOT 34 Partner and collaborate with government agencies and the private sector to establish a national supply chainforensics/monitoring program and develop analytical tools to monitor supply chains for impending threats or security issues.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):All High USDOT,DOC,DHS,DoD/NGA,Private sector 35 Invest in technology and information technology systems,in collaboration with labor organizations,to provide better insight and visibility into end-to-end supply chain movements to improve performance.Complexity:High Cost:$(High)Approximate Timing:Medium-Term Mode(s):All High USDOT,Labor orgs xxviii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Improve the transparency of supply chain performance No.Policy Recommendation Impact Actor(s)36 Develop national freight modeling and freight fluidity tools.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):All Moderate USDOT 37 Establish a dedicated freight and supply chain data performance program under the Bureau of Transportation Statistics(BTS)with support from the other modal administrations to develop and share data supporting both public and private sector stakeholders with supply chain resilience data.Complexity:High Cost:$(High)Approximate Timing:Medium-Term Mode(s):All Highest USDOT,Congress 38 Support deployment of technology to track containers and chassis and coordinate with CBP on data collection efforts.Complexity:Medium Cost:$(Medium)Timing:Medium-Term Mode(s):Trucking,Rail,Maritime Moderate USDOT,CBP,Private sector 39 Partner with Federal and non-Federal partners to collect data that describe flows of major commodities,raw ingredients,and finished products,and identify potential points of disruption,issues in common across sectors,reliance on transportation and other supply chain factors.Complexity:High Cost:$(High)Approximate Timing:Medium-Term Mode(s):All High USDOT,Federal agencies,Private sector,Academic partners xxix Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Table ES-8:Rule and Regulations Policy Recommendations Policy Goal:Speed disaster recovery response No.Policy Recommendation Impact Actor(s)40 Urge Congress to eliminate the Fair Labor Standards Act motor carrier exemption.Complexity:Medium Cost:$(Low)Approximate Timing:Near-Term Mode(s):Trucking Moderate DOL,USDOT,Congress 41 Work with Congress to grant FHWA additional emergency response special permitting and regulatory relief for supply chain emergencies.Complexity:High Cost:$(Low)Approximate Timing:Near-Term Mode(s):Trucking Moderate USDOT,Congress Policy Goal:Strengthen market competition and fairness No.Policy Recommendation Impact Actor(s)42 In taking trade policy actions,consider the ways in which those actions might impact relevant supply chains,as appropriate and consistent with applicable legal authority.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Moderate USTR,DOC xxx Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Strengthen market competition and fairness No.Policy Recommendation Impact Actor(s)43 Support the Federal Maritime Commission(FMC)in regulating ocean carriers to promote free and fair competition.Complexity:High Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Maritime High USDOT,FMC 44 Urge Congress to enact ocean shipping regulatory reform.The House has already passed legislation that would increase FMC resources and provide FMC with additional authorities to protect exporters,importers,and consumers from unfair practices.Complexity:High Cost:$(Low)Approximate Timing:Near-Term Mode(s):Maritime Highest USDOT,Congress 45 Encourage the STB to require railroad track owners to provide rights of way to passenger rail and to strengthen their obligations to treat other freight companies fairly.Complexity:High Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High STB xxxi Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Support domestic production of critical equipment No.Policy Recommendation Impact Actor(s)46 Focus on increasing domestic manufacturing of new chassis,containers,zero-emission equipment,and gantry cranes,including consideration of enhanced price preference in Federal Acquisition Regulations(FARs)updates.Complexity:Medium Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All Highest DHS,DOC,OMB 47 Consider opportunities to develop a domestic supply base for specialized cargo handling equipment and gantry cranes that are not currently available from a U.S.manufacturer.Complexity:High Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Maritime High USDOT,DOC Policy Goal:Increase freight capacity and efficiency No.Policy Recommendation Impact Actor(s)48 Promote,incentivize,and facilitate alignment of operational hours at warehousing facilities,seaports,rail facilities,and intermodal transfer facilities,and other stakeholders,including labor,to help mitigate congestion.While coordinating with the relevant private stakeholders who control these processes,the Federal government should take steps to ensure supply chain efforts align with and advance civil rights compliance.Complexity:High Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Trucking,Rail,Maritime,Logistics Moderate USDOT,DOC,DOL,Private sector xxxii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Increase freight capacity and efficiency No.Policy Recommendation Impact Actor(s)49 Continue partnering with the regulated hazardous materials community to improve the efficiency of packaging design that can allow for greater quantities of hazardous materials goods shipped without additional physical shipping space.Complexity:Low Cost:$(Low)Approximate Timing:Medium-Term Mode(s):All High USDOT Policy Goal:Reduce bureaucratic inefficiencies No.Policy Recommendation Impact Actor(s)50 Harmonize the appropriate roles of the Surface Transportation Board,Federal Maritime Commission,and DOT with respect to regulating and providing oversight for the freight and logistics industry.Complexity:High Cost:$(Low)Approximate Timing:Medium-Term Mode(s):Rail,Maritime High USDOT,STB,FMC 51 Investigate ways to expedite the Transportation Security Administrations(TSA)Transportation Worker Identification Credential(TWIC)approval process.As part of the development of the action plan,conduct outreach to relevant stakeholders and communities to receive input that informs the action plan.Complexity:Medium Cost:$(Low)Approximate Timing:Near-Term Mode(s):All Moderate USDOT,TSA xxxiii Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Table ES-9:Coordination and PartnershipsRecommendations Policy Goal:Convene supply chain stakeholders to enhance USDOTs supply chain work No.Policy Recommendation Impact Actor(s)52 Develop an action plan to implement these policy recommendations and set up a comprehensive and inclusive interagency group to support their implementation.Complexity:Medium Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT 53 Collaborate with partners on the Motor Carrier Safety Advisory Committee Driver Subcommittee when implementing any proposals that will impact the nations professional driver fleet.Complexity:Low Cost:$(Medium)Approximate Timing:Near-Term Mode(s):Trucking Moderate USDOT 54 Work with State DOTs and the private sector to develop a national inventory of available warehouse space to help plan and shape an ongoing transition of facilities.Complexity:High Cost:$(Low)Approximate Timing:Near-Term Mode(s):Logistics Moderate DOC,USDOT,State DOTs,Private sector 55 Continue coordination with freight industry stakeholders.Complexity:Low Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All High USDOT,DOC,States,Local govts,Private sector xxxiv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Convene supply chain stakeholders to enhance USDOTs supply chain work No.Policy Recommendation Impact Actor(s)56 Work with partner agencies to improve U.S.transportation infrastructure connections with Mexico and Canada,to help shorten supply chains,and promote domestic and near-shoring production shifts.Complexity:High Cost:$(Medium)Approximate Timing:Near-Term Mode(s):All High USDOT 57 Convene a Supply Chain Workforce Summit with the Departments of Labor,Transportation,Education,Commerce,Veterans Affairs,and Defense and workers across the freight and logistics sector.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):All High USDOT,DOL,ED,DOC,VA,DoD,labor unions,private sector 58 Improve communications with applicants on the status of Hazardous Materials Endorsement(HME)or TWIC security threat assessments.As part of this,implement efficiencies to enhance equity,increase security,and reduce cost and time burdens associated with enrollment and credentialing.Complexity:Medium Cost:$(Low)Approximate Timing:Near-Term Mode(s):All Moderate USDOT,TSA xxxv Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Policy Goal:Support the actions of non-Federal partners through continued coordination No.Policy Recommendation Impact Actor(s)59 Encourage all ports to create port stakeholder committees with wide representation,including residents of port-adjacent communities.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):Maritime High USDOT,Port authorities,USCG 60 Explore standardization of 53-foot marine container sizes for international trade to support more efficient movement of goods.Complexity:High Cost:$(High)Approximate Timing:Long-Term Mode(s):Maritime,Rail,Trucking Moderate USDOT,DOC 61 Encourage reciprocity among States related to obtaining truck driver credentialing and provide aid to State Departments of Motor Vehicles to hire more commercial drivers license test examiners.Complexity:Low Cost:$(Low)Approximate Timing:Near-Term Mode(s):Trucking High USDOT,States 62 Improve last-mile access to freight-oriented developments,use of near-dock cargo handling facilities,land-use strategies to support warehousing in appropriate locations,and goods movement integration into Smart Streets/Complete Streets development to increase safety.Complexity:High Cost:$(High)Approximate Timing:Medium-Term Mode(s):Trucking,Rail,Maritime,Logistics Highest USDOT 1 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 1.0 Introduction The safe and efficient movement of freight across domestic and international supply chains is vital to the nations economic health and to maintaining and improving quality of life for all Americans.The U.S.freight and logistics sector uses a complex network of public and private infrastructure and systems to move raw materials and products throughout the nation.When this system performs well,freight moves efficiently,and transportation costs are low.When the performance of the system breaks down,it can cause delays and cost increases that drive inflation,reduce productivity,and hinder economic growth and conditions for workers and families.Many different types of events,including natural disasters,extreme weather,acts of terrorism,transportation infrastructure failures,safety incidents,labor and material shortages,and geopolitical events can disrupt supply chains.These disruptions undermine the distribution of goods and resources on which businesses and consumers rely.The U.S.Department of Transportation(USDOT)and its Federal agency partners can help to mitigate the effects of those disruptions and accelerate recovery through policies and investments that strengthen the resilience of Americas supply chains.The pandemic-induced supply chain challenges that have occurred between 2020 and 2022 illuminate the importance of supply chains and the transportation industrial base to everyday Americans and to our shared economic and national security.Despite historic increases in imports,shipments,and throughput at the ports,Americans faced challenges from delays in deliveries and increasing prices,due in part to supply chain constraints.In response to these challenges,the Biden-Harris Administration has coordinated both short-term and long-term responses,across USDOT and in collaboration with non-Federal partners.The President convened a Supply Chain Disruption Task Force led by the Secretaries of the Departments of Agriculture,Commerce,and Transportation.The Task Force successfully fostered collaboration to meet the challenges associated with the unprecedented demand during the 2021 holiday season,when record retail sales volumes of cargo moved through the U.S.freight and logistics system.The President also 2 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation assigned a Special Ports Envoy to help advance short-term actions.This coordination alone will not solve supply chain inefficiency,particularly in the long term.There is significant work ahead to address congestion and other more structural challenges in the system.This Freight and Logistics Supply Chain Assessment focuses on the longer-term strength and resilience of the American transportation industrial base and supply chains,drawing on the lessons of the Administrations short-term efforts,new resources including record investments in ports in the Presidents historic Bipartisan Infrastructure Law,and additional public and private outreach and analysis,so that we can build them back better in the face of future disruptions and challenges that are sure to arise.1.1 Purpose USDOT developed this Freight and Logistics Supply Chain Assessment(Assessment)in response to Executive Order 14017:Americas Supply Chains.2 This sectoral assessment of the freight industrial base identifies and addresses current transportation supply chain vulnerabilities and challenges.It also identifies potential policy responses to strengthen the resilience of the freight system and reduce impacts from future disruptions.Specifically,this Assessment informs the following questions to shape the Federal Governments work to create more resilient supply chains:What are the critical supply chain vulnerabilities that affect economic security and resilience?What tools and policy recommendations could USDOT employ to address supply chain vulnerabilities?How can USDOT partner with other Federal agencies and non-Federal stakeholders to mitigate supply chain vulnerabilities?The freight and logistics industry is just one critical component of a much larger supply chain system,much of which extends beyond the purview of USDOT.The freight and logistics network enables private firms to transport raw materials,intermediate components,and final products from a complex global network of suppliers and manufacturers to reach retail consumers(Figure 1).All the elements of supply chains(ports,ocean shipping,trucking,warehousing rail,etc.)must be viewed as part of an integrated system in which the Federal Government regulates and coordinates so that all aspects function safely and efficiently.3 This Assessment focuses specifically on how freight,logistics,and distribution elements affect supply chain resilience.3 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Figure 1:The Role of Freight and Logistics in Supply Chains Source:Graphic developed by USDOT based on data from Corporate Finance Institute,(no date),“What is a Supply Chain,”https:/ Background All parts of our economy depend on functional supply chains.When our supply chains are disrupted,goods are delayed,costs increase,and Americans daily lives are affected.Economic volatility,such as that caused by the COVID-19 pandemic,magnifies supply chain vulnerabilities across the nation and the world.Insufficient investment in infrastructure makes our supply chains vulnerable.Labor markets have also been affected as some workers have left the workforce,delayed returning to work,or switched careers as the result of the pandemic.Volatile economic conditions have persisted throughout the pandemic.The surge in demand for goods,coupled with unpredictable interruptions to manufacturing and port operations,has caused a rapid rise in shipping prices.Workforce shortages prompted by public health measures and other factors 4 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation compounded these effects and helped contribute to unprecedented levels of congestion at ports and rail terminals.Supply chains did show a degree of resilience during these disruptions,however.For instance,passenger airlines converted empty flights to freight cargo routes,making up for lost passenger traffic revenue and providing shippers an alternative to ocean shipping.4 This type of flexible response helped to reduce the enormous supply shortages of essential goods seen early in 2020,such as food products and personal protective equipment.Despite these adaptations,more than two years into the pandemic,supply chain disruptions continue,proving that the system needs to be much more resilient.While the scale of disruption caused by the COVID-19 pandemic is enormous,it is not the first event to disrupt supply chains and it will not be the last.In the past,infrastructure failures,workforce challenges,natural disasters,cybersecurity breaches,changing international trade policies,and global conflicts have upset supply chains,causing price fluctuations,unfilled orders,challenges for workers and families,and lost economic productivity(see Table 1).Table 1:Examples of Transportation System Disruptions with Freight Movement Implications Type of Disruption Example Infrastructure Failures In May 2021,a crack in a steel beam forced the closure of the Interstate 40 bridge that connects Arkansas and Tennessee over the Mississippi River at Memphis,a critical freight hub.Hundreds of barges were held up on the Mississippi River for days and the more than 35,000 vehicles that cross the bridge dailyabout a third of them commercial traffichad to rely on the only other nearby bridge or reroute more than 100 miles north.5 Transportation Safety Incidents When the Ever Given,one of the largest container ships ever built,became stuck in the Suez Canal for 6 days in March 2021,it inhibited worldwide shipping and froze nearly$10 billion in trade a day.6 At peak,at least 366 vessels were stuck waiting to pass through the Suez Canal.7 Severe Weather In early 2021,unusually cold temperatures in Texas led to energy outages that affected chemical manufacturing facilities and other supply chains in Houston,Texas.The energy outages caused facilities to shut down for months and led to one of the most expensive weather events in U.S.history.The Texas freeze impacted 25-33 percent of the chemical industry;one example was a glue shortage for the cardboard box industry.8 5 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Type of Disruption Example Cyberattacks A ransomware attack on the Colonial Pipeline halted pipeline operations for several hours on May 7,2021.Delays in restoring pipeline operations threatened fuel supplies and refinery operations leading to panic buying.9 In response to the delays,the Federal Motor Carrier Safety Administration(FMCSA)issued a regional emergency declaration to keep fuel supply lines open for 17 States.10 Terrorism The terrorist attacks on the United States on September 11,2001,killed nearly 3,000 people.This attack severely disrupted aviation as well as the flow of both people and goods along the eastern seaboard in the weeks and months after the attacks.Workforce Challenges The COVID-19 pandemic exacerbated longstanding workforce challenges in the trucking industry,including high turnover rates,an aging workforce,long hours away from home,and time spent waitingoften unpaidto load and unload at congested ports,warehouses,and distribution centers.Changes to International Trade Regimes Changes in trade and immigration rules in the United Kingdom related to its withdrawal from the European Union on January 31,2020,resulted in shortages of critical goods,and severely disrupted the regional and international economy.Public Health Strict COVID-19 restrictions in southeastern Asia caused widespread closures of port facilities in 2020 and 2021,resulting in shipping bottlenecks in the South China Sea and intermittent disruptions in manufacturing and port operations in China.6 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 1.3 Freight and Logistics System Resilience Resilience refers to the ability of a system to adapt to changing conditions or withstand and rapidly recover from disruption due to emergencies or shocks.Disruptions to freight systems alter the flow of goods,affecting business operations by causing delays and missed shipments,and incurring costs borne by businesses,workers,and consumers.Increasing freight flows place strain on the nations transportation system.When coupled with aging transportation infrastructure and constrained capacity,increased flows can contribute to reducing the resilience of the nations freight system,increasing the effects of disruptions,and slowing recovery from disruptive events.Resilient systems allow for reliable service after small disruptions and a quick return to service after large disruptions(see Figure 2).Properties of resilient systems include maintaining excess capacity or adaptive strategies that enable systems to absorb shocks.Resilient systems are less dependent on single nodes,conduits,or sources that can become bottlenecks or points of failure during a disruption.Resilient systems may instead rely on diverse and often redundant sources or conduits that provide alternatives should one node or conduit fail.Resilient systems tend to be highly connected yet secure and are flexible and adaptive so that they can easily switch from one option to another.Resilient systems are also repairable and can also be quickly restored to limit the duration of a disruption.It is worth noting that resilience describes how a systemnot its component partsperforms or functions.Resilience is a characteristic of the long-term performance of a system.A systems resilience is generally only tested and known when that system is subject to a disruption or changed conditions.7 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Figure 2:Properties of a Resilient System Source:USDOT John A.Volpe National Transportation Systems Center,(no date).A resilient freight system should:Demonstrate responsive and flexible operations,such as an ability to reroute supply chains quickly and add capacity where needed in response to surges in demand.Have infrastructure capable of maintaining performance and security,and resisting damage under stress and,when damaged,be able to be repaired quickly.Demonstrate a high degree of connectivity to enable the shifting of supply chains to alternative routes or modes.Building the resilience of the nations supply chains requires Federal leadership to coordinate efforts across a wide range of freight and logistics stakeholders,including coordination among and between the public and private sectors to ensure efficient freight transportation flows for both emergency response and economic recovery activities.Business strategies to strengthen supply chain resilience include diversifying sources of supplies and routes,improving the ability of the private sector to pivot to alternative processes and products,and,relatedly,increasing the visibility of supply chains and freight movements.11 The public sector can support supply chain resilience by improving the connectivity,capacity,and resilience of freight infrastructure,adapting regulations and policies that affect(or constrain)freight movements,convening stakeholders and conducting contingency planning to coordinate 8 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation responses in case of disruption,and enhancing freight data and data accessibility.As these efforts progress,we must also recognize that a more resilient supply chain should recognize and mitigate long-standing pollution and economic issues that negatively impact communities of color,low-income,and indigenous communities.The workforce on which a resilient supply chain is built also draws largely from these vulnerable communities.1.4 Federal Role in Freight and Supply Chains The Federal Government plays an important role in supporting and overseeing our nations freight transportation system.This role is enumerated in the U.S.Constitutions Commerce Clause,which authorizes Congress to regulate commerce among the States and with foreign nations.12 Interstate and international commerce are major components of the nations economy:more than half(52 percent)of all freight by value crosses State lines and more than a quarter(27 percent)of freight movement is attributed to international imports and exports.13 Broadly,the Federal role in freight and logistics can be described by the following activities:Funding:Provide funds to construct,maintain,and rehabilitate highways,bridges,railroads,tunnels,ports,locks,and other public transportation infrastructure.Regulation:Establish rules and standards to ensure safety and efficient interstate commerce.Oversight and enforcement:Ensure all stakeholders follow the laws,rules,and regulations that make the freight and logistics system safe and fair.Data:Compile and publish data describing freight system performance to support decision-making.Cooperation:Improve coordination among freight stakeholders to identify freight policy priorities and enhance operational communications.Technical support and guidance:Provide training,share notable practices,and offer other technical assistance to State,regional,and local governments to enhance public sector freight expertise as well as to relevant private sector entities(e.g.,railroads,pipelines).Due to the interconnected nature of supply chains,the Federal Governments role in supporting resilient freight and logistics systems extends beyond the purview of any one department or agency.The Departments of Commerce,Labor,and Homeland Security,and independent regulatory agencies such 9 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation as the Federal Maritime Commission and the Surface Transportation Board,and others,each play a significant role in supporting supply chain resilience.The Federal Government cannot do this work without the support of non-Federal partners,however.Many freight facilities are owned by State,regional,or local governments or by private industry.Most supply chain operations are handled by the private sector.The public sector manages,funds,and oversees some of the transportation infrastructure that connect these nodes,with the notable exceptions of railroads and the logistics sector(e.g.,warehousing,distribution centers,etc.).Government agencies must work closely withand ensure proper oversight and regulation ofprivate sector supply chain stakeholders to support a resilient supply chain.10 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 2.0 Freight and Logistics Trends The demand for consumer goods has surged during the COVID-19 pandemic as consumers have shifted their spending from services to goods.Many of these goods are imported or rely on parts or materials sourced from abroad.At the same time,the pandemic has created disruptions in supply chains,including for businesses and workers.Surging demand for imported containerized goods and supply chain disruptions are among the numerous factors that have contributed to unprecedented levels of congestion at ports and intermodal facilities.These short-term changes have been coupled with long-term,macro-scale trends in the freight and logistics industry,brought on by deregulation of the ocean shipping industry,that have produced conditions that make the nations freight system more vulnerable to disruption than in the past.As one industry expert noted,“this current supply chain challenge is 40 years in the making.”14 Over time,increased international trade,rising demand for consumer goods,sustained macroeconomic growth,and other factors have increased demands on our transportation industrial base.U.S.manufacturers and retailers increasingly rely on global supply chains for products and resources.In recent decades,U.S.firms trying to lower their labor and inventory costs have turned to strategies such as outsourcing,offshoring,and“lean manufacturing,”which optimizes processes and limits waste.While these strategies have in some circumstances reduced prices for consumers and increased profits,contributing to economic growth,they have also contributed to increasing the vulnerability of supply chains to disruption.Rising e-commerce and increased consumer demand for rapid home delivery have led to significant changes in how supply chains operate,as retailers seek to increase the speed and efficiency of their networks to distribute goods directly to consumers.The evolution of supply chain distribution has led to rising consumer expectations for rapid delivery,and this demand has put increasing pressures on logistics,warehousing,and last-mile delivery services.11 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Retailers face steep competition to move goods efficiently to consumers at increasing speed.This dynamic is driving demand for land to support distribution centers for both retail and last-mile delivery,and for labor to stock warehouse shelves and make deliveries.At the same time,the labor force has aged,and parts of the logistics industry have increasingly struggled to recruit and retain new workers due to challenging working conditions and reductions in take-home pay,especially in industries like trucking.In addition to demographic and economic changes,climate changeparticularly the increased frequency and severity of extreme weather eventshas increased the potential for disruptions to supply chains.2.1 Globalization of Supply Chains and Growing International Trade Over time,businesses have become increasingly dependent on a mix of global and domestic supply chains to provide products and services that meet the demands of U.S.consumers.Increasingly,U.S.supply chains rely on materials,technologies,labor,and production facilities located abroad.Since 1970,trade relative to gross domestic product(GDP)has more than doubled,growing from 10.7 percent of GDP to 26.3 percent of GDP in 2019.15 Americas ports,airports,border crossings,and intermodal corridors facilitate much of this international trade.For example,of the roughly 2.1 billion tons of goods imported to and exported from the United States in 2020,70 percent passed through American seaports.16 A significant portion of these goods arrive and depart from U.S.ports in 40-foot containers stacked onto large cargo ships.An increase in trade with China has resulted in more trade moving through Pacific coast ports,and the newly expanded Panama Canal allows larger vessels to transit between the Atlantic and Pacific Oceans.From 2015 to 2019,the number of 20-foot equivalent units(TEUs)of containerized cargo handled by the top 25 U.S.ports increased by 18.6 percent.17 As global container trade has grown,container ships have steadily increased in size.Modern ultra large container vessels(ULCVs)can carry more than 21,000 TEUs of containerized cargo.Many U.S.ports have bridge height or channel depth limitations that restrict their ability to receive the largest classes of vessels.Many U.S.ports also lack the capacity and equipment to efficiently dock,unload,and load larger vessels.The surge of cargo coming off larger vessels can also strain landside infrastructure and operations.As a result,more container traffic flows through a smaller number of U.S.ports with the offshore and onshore capacity to handle the largest vessels and their cargo.Today,about more than 95 percent of containers handled in the U.S.flow through the top 25 container ports,with almost 80 percent coming from the top 10.18 Forty percent of these containers flow through just two portsLos Angeles and 12 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Long Beach.19 See Figures 3 and 4 for additional context on how freight flows through the transportation system.Figure 3:Freight Flows by Highway,Railroad,and Waterway,2017 Notes:Waterway and port tonnages are based on data for 2017 and rail is based on 2016 data.One short ton=2,000 lbs.Sources:Bureau of Transportation Statistics(BTS)Freight Facts and Figures 2018,Figure 3-3.Highway:U.S.Department of Transportation(USDOT),Bureau of Transportation Statistics and Federal Highway Administration,Freight Analysis Framework,version 4.5,2019.Rail:USDOT,Federal Railroad Administration,2019.Inland Waterways:U.S.Army Corps of Engineers,Institute of Water Resources,Annual Vessel Operating Activity and Lock Performance Monitoring System data,2018.13 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Figure 4:Top Air Cargo Airports by Weight of Cargo,2018 Note:Data from Bureau of Transportation Statistics,Air Carrier Statistics:T-100 Domestic Market(All Carriers),https:/www.bts.gov/browse-statistical-products-and-data/bts-publications/-data-bank-28dm-t-100-domestic-market-data-us Source:National Freight Strategic Plan,(2020),https:/www.transportation.gov/sites/dot.gov/files/2020-09/NFSP_fullplan_508_0.pdf Domestically,trucks carry the most freight as measured by tonnage and value.Trucks are also essential for drayage operations at ports,which involves moving containers short distances to storage facilities or intermodal terminals.Railroads and waterways also carry significant volumes of freight,particularly for freight moving longer distances and for international trade.Increasing international trade has spurred demand for intermodal traffic on railroads,where trains carry trailers or containers on flatcars.According to the Association of American Railroads(AAR),at least 42 percent of the carloads and intermodal units that railroads carry are directly associated with international trade.U.S.rail intermodal volume grew from 9 million containers and trailers in 2000 to 14.5 million units in 2018.While intermodal traffic declined on an annual basis in 2020,demand for intermodal traffic at West Coast ports surged in the second half of 2020.20 Our neighboring countries are the nations biggest trading partners.Trade with Mexico and Canada accounted for nearly 30 percent of U.S.foreign trade in 2019.21 North American trade increased 14 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation significantly in recent decades,intensifying congestion at border crossings.Between 2008 and 2018,total North American trade increased by 27 percent22 and the weight of goods shipped to and from our North American neighbors by truck and train increased by 28 percent.23 The most heavily trafficked border crossings for truck freight are in Laredo,Texas,and Detroit,Michigan.A 2019 Government Accountability Office(GAO)report cited several infrastructure constraints at land border crossings including limited inspection capacity,technology challenges,and security limitations.24 Figure 5:Value of U.S.Monthly Imported Goods,2010-2021 Source:U.S.Census Bureau,(No Date),“U.S.International Trade Data,”https:/www.census.gov/foreign-trade/data/index.html 2.2 Overall Growth in Freight Demand Population and economic growth are increasing demand for goods and freight transportation.The U.S.population has grown by about 18 percent since 2000,adding about 50 million additional people.25 Meanwhile,freight demand grew by more than 16 percent as measured by total ton-mileage moved since 1997.26 Freight demand has grown even more rapidly during the COVID-19 pandemic.As Americans spent more time at home,consumers have shifted spending on services like dining out,traveling,and gym memberships to the purchase of physical goods such as home gym and office equipment and yard 050,000100,000150,000200,000250,000300,000Mar-10Aug-10Jan-11Jun-11Nov-11Apr-12Sep-12Feb-13Jul-13Dec-13May-14Oct-14Mar-15Aug-15Jan-16Jun-16Nov-16Apr-17Sep-17Feb-18Jul-18Dec-18May-19Oct-19Mar-20Aug-20Jan-21Jun-21Nov-21Millions of dollars 15 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation furniture.Goods consumption has risen by 23 percent above pre-pandemic levels and new orders for products have continued to be placed at record levels in late 2021.27 While increased goods consumption has contributed significantly to COVID-19 related freight bottlenecks,this trend may only be temporary.While most economists expect consumer spending to revert to services in the future as the pandemic wanes,28 the lasting impacts of this public health crisis are difficult to predict.Figure 6:Projected U.S.Freight Growth by Mode,2020-2045 Notes:FAF5 projections are based on 2017 base year data.FAF aggregates data from the Commodity Flow Survey(CFS),Census Foreign Trade Statistics;Economic Census data;the Department of Agricultures Census of Agriculture;Vehicle Inventory and Use Survey(VIUS),National Highway Planning Network(NHPN);Highway Performance Monitoring System(HPMS),Energy Information Administration(EIA),and other industrial data.Additional documentation and technical specification for how these data are aggregated for base year values and projections can be found at:https:/faf.ornl.gov/faf5/data/FAF5_Base_Year_Method_12-2021_FINAL.pdf Source:Federal Highway Administration,(no date),“Freight Analysis Framework 5,”https:/faf.ornl.gov/faf5/dtt_total.aspx Demand for freight is expected to grow by about 40 percent by 2045.Air cargo(a projected 84 percent increase by tonnage),shipping by multiple modes(58 percent increase),and truck freight(42 percent)are projected to grow at the fastest rates during this time.Even as these modes grow rapidly in the coming decades,trucking is projected to remain the predominate method of shipping in the U.S.,moving 66 percent of total volume in 2045.29 If demand for truck and air transportation grow faster than demand for other modes,as expected,it may generate more congestion on heavily traveled truck routes and increase airspace and runway competition at major distribution hub airports.05,00010,00015,00020,00025,00030,0002020202520352045THOUSANDS OF TONSTruckRailWaterAir(include truck-air)Multiple modes&mailPipelineOther and unknown 16 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 2.3 Increased E-Commerce and Direct-to-Consumer Logistics The rise of e-commerce has changed how retailers and consumers interact with each other.Increasingly,consumers purchase goods online and retailers deliver purchases directly to the consumers home.In 2019,e-commerce sales grew by more than 16 percent and accounted for more than 11 percent of all retail sales,but in 2020,e-commerce sales increased by more than 30 percent and comprised 14 percent of all retail sales.30 This trend has increased the number of short-haul and last-mile truck trips.It has also spurred demand for warehousing,especially at sites near urban consumer markets,resulting in rising warehouse purchase and development costs.Figure 7:Quarterly E-Commerce Retail Sales Source:Federal Reserve Economic Data(FRED)and U.S.Census Bureau.https:/www.census.gov/retail/ecommerce/historic_releases.html As retailers seek to deliver products to consumers as quickly as possible,same-day delivery is now the fastest-growing service type for e-commerce deliveries.According to a 2020 survey,67 percent of U.S.consumers expect either same-,next-,or two-day delivery.The pressures associated with shorter delivery windows and just-in-time inventory management have emphasized last-mile delivery.However,increased time pressures on delivery can incentivize the use of more costly or less-efficient freight 050,000100,000150,000200,000250,000Q1 2016 Q3 2016 Q1 2017 Q3 2017 Q1 2018 Q3 2018 Q1 2019 Q3 2019 Q1 2020 Q3 2020 Q1 2021 Q3 2021Millions of Dollars 17 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation transportation services,such as truckload carrier services and air freight.Furthermore,an estimated 15 to 30 percent of all online orders are returned,placing further demands on delivery services and warehouses.31 2.4 Changing Workforces and Technology Transportation industry activities represent more than 8 percent of U.S.GDP.32 Approximately 14.5 million jobsabout 9 percent of the U.S.civilian workforceare transportation related,including approximately 2.7 million people employed as truck drivers.33 Millions of new workers will be needed to fill vacancies as the industry grows and the current workforce ages.Yet many freight industry employers are experiencing challenges recruiting and retaining qualified applicants due to challenging working conditions.As e-commerce creates additional demand for warehousing jobs and short-haul freight,long-haul trucking positions may become harder to fill.The barriers for new drivers entering the workforce are also high:there are age and licensing requirements for commercial truck drivers due to the safety sensitivity of the job,and it takes time,training,and money to obtain a commercial drivers license(CDL).Challenging working conditions,including long hours spent away from home,have contributed to high turnover rates in long-haul trucking.34 Coupled with increasing wages in other sectors,such as construction,warehousing,local truck transportation,and an aging workforce;these factors may result in many potential truck driver applicants looking elsewhere for employment.Adoption of new technologies and business practices promises to reduce waste and improve safety and efficiency,but poor implementation can come at the cost of jobs and resilience,as workers are asked to do more with less.For example,the number of Class I railroad employees has declined by nearly 25 percent over the past two years.35 Railroads have increasingly adopted precision railroading,due at least partially to pressure from investors seeking to prioritize reducing operating ratios and increasing stock value over transportation efficiency and resilience.This business practice relies on longer trains to reduce costs;however,some shippers have complained that the practice has reduced performance and resilience,disrupted service schedules,and increased demurrage charges.36 In addition,as the freight and logistics industry becomes increasingly reliant on interconnected systems to track global supply chains and meet the demands of just-in-time logistics,these systems also become more vulnerable to risks associated with cyberattacks or other outages.Trucking,shipping,and pipeline companies have become a target for attacks that have crippled critical information technology systems and cost firms millions of dollars.18 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 2.5 Increased Disruption Caused by Climate Change Environmental factorsspecifically climate changefurther stress our nations freight and logistics system.Increases in heavy precipitation events,coastal flooding,heat,wildfires,and other extreme weather threaten our aging and deteriorating transportation infrastructure.Much of our nations critical freight infrastructure is in regions vulnerable to flooding,including many ports,airports,and rail lines.Storm-related floodingexacerbated by rising sea levels in coastal areascan close railyards,low-lying roads,and maritime port cargo facilities.High temperatures can accelerate the deterioration of pavement on roads and runways,and cause railroad track failure.37 Beyond affecting physical infrastructure,extreme weather events can disrupt the supply of equipment,technology,and labor on which our freight system depends.To address the threats from climate change,freight and logistics systems will need to both reduce emissions to keep climate disruptions from becoming worse and build them to withstand the climate disruptions that are already occurring.Transportation accounted for the largest portion(29 percent)of total U.S.greenhouse gas(GHG)emissions in 2019.More than one-third of that amount came from freight transportation,especially medium and heavy trucks,which accounted for 24 percent of U.S.transportation sector GHG emissions despite making up only 9 percent of total vehicle travel.38 Concerns about freight-related emissions have led consumers,shareholders,local communities,and governing bodies to increase pressure on shippers and carriers to reduce their environmental impacts,including by optimizing their operations to lower greenhouse gas emissions and shifting to clean vehicles and fuels.As part of this effort,the Biden-Harris Administration has set an ambitious goal that at least half of all new vehicles(including both light-and heavy-duty vehicles)sold in the United States by 2030 will be zero-emissions vehicles,including battery electric,plug-in hybrid electric,or fuel cell electric vehicles.39 In addition,the Administration has announced a comprehensive approach to addressing emissions from cargo and passenger aviation with a goal of net-zero emissions by 2050.40 The approach includes the Sustainable Aviation Fuel(SAF)Grand Challenge,41 setting ambitious goals for three billion gallons of SAF by 2030 and 35 billion gallons of SAF by 2050,enough to supply 100 percent of U.S.fuel demand in 2050.In response,carriers are exploring the use of electric and alternative fuel vehicles and making sustainability commitments.Examples include United becoming the first airline to use 100 percent SAF for a demonstration flight42 and Maersk planning to operate its first zero-emission container ship starting in 2023.43 Major U.S.cargo and passenger airlines have committed to net-zero carbon emissions by 19 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 2050.44 Furthermore,as the demand for short-haul trucking increases due to e-commerce and home delivery trends,the use of bicycles and smaller electric vehicles to deliver cargo in dense urban areas have been identified as options to reduce truck-related fuel consumption and emissions.2.6 Public Disinvestment in Infrastructure Investment in the roads,bridges,canals,ports,and other infrastructure that freight moves through,on,and over has not kept pace with the growth of the U.S.economy.While nominal investment in the nations transportation system has steadily increased since 1980,the economy has grown faster,as shown in Figure 8.Without investment in upgrades,aging infrastructure can result in unanticipated repair costs and reduce the efficiency of supply chains.For example,weight-restricted bridges may lead to route detours for large trucks and uneven pavement conditions(e.g.,potholes)cause lower travel speeds for goods-carrying vehicles traveling by road.Figure 8:Transportation Infrastructure:Sources of Nondefense Nominal Investment and as a Percent of Gross Domestic Product,1962 to 2017 Source:Congressional Budget Office,(2019).“Federal Investment,1962 to 2018,”https:/www.cbo.gov/system/files/2019-06/55375-Federal_Investment.pdf,24 20 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation The nations aging inland waterway system is a source of major delay for its users,particularly U.S.agriculture and chemical industries.The U.S.Army Corps of Engineers reported in 2017 that the average age of all locks in the nation was 62 years.45 In 2020,nearly half(47 percent)of all vessels traveling through public locks experienced delays,and the average delay for a locked vessel was over two hours.46 Investment in the nations inland ports and facilities has steadily decreased since the 1960s,and State and local governments have taken on an increasing burden to invest in the facilities.47 The Congressional Budget Office reported that public investment in waterborne infrastructure as a share of GDP was at a 55-year low in 2017.48 Public investment has lagged in all parts of the transportation system,though the extent of disinvestment varies by mode and region.Limited data availability makes it difficult to precisely measure freight network conditions.For example,while the Federal Government collects and publishes data on bridge and pavement conditions on roads and runways,data on rail and pipeline conditions(which are typically privately owned)are far more limited.Even when data is publicly available,the processes to collect,standardize,vet,and publish are lengthy,and data are often several years out of date by the time they are published.The American Society of Civil Engineers(ASCE)estimates that the deficient and declining state of surface transportation could cost Americans almost$3 trillion in declining business productivity and personal budget impacts by 2040.49 In addition to declines in infrastructure investments,expenditures related to infrastructure operations and maintenance have increased by nearly 10 percent over the past decade.50 This means that the nation now spends more money to maintain existing infrastructure across the country than to build new facilities or invest in significant upgrades to infrastructure.While public investment in infrastructure has declined,infrastructure needs have continued to grow.Consistent and predictable investments across the freight and logistics sector are necessary to adapt to changing business trends and new technologies to secure and upgrade data and collection systems to gather more frequent metrics and to enhance physical and cybersecurity systems.Investments are also needed to ensure adequate capacity and system connectivity,and to create more resilient infrastructure in response to climate change impacts like storm surge,sea level rise,and extreme weather events.Investment in the nations freight transportation system is set to increase over the next decade due to funding provided by the Bipartisan Infrastructure Law(BIL),the single largest investment in repairing and reconstructing the countrys roads,and bridges since the construction of the Interstate Highway System.The BIL includes a 40 percent increase to Federal-aid funding programs,$17 billion in port infrastructure 21 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation and waterways funding,and$25 billion in airport funding to address maintenance backlogs and reduce congestion.51 2.7 Industry Consolidation Large sectors of the freight market have experienced significant consolidation over the last several decades,leading to increased shipping rates.Freight carriers across these sectors have merged to form fewer,larger companiesnearly all of which are foreign-ownedthat control larger market shares.These massive companies can use their large market shares to influence shipping capacity and rates and disadvantage American exporters.52 The ocean carrier industry is essential to our supply chains because it carries the majority of the nations international trade.Today,the vast majority of oceangoing international trade moves in containers,which has streamlined costs by limiting the number of times a product is handled in transport,reducing liability costs,and enabling goods to be easily transferred to trucks or rail for movement to customers.53 Over the past 20 years,vessel sizes have increased dramatically,with the largest vessels growing from around 15,000 containers in 2006 to more than 24,000 today.54 As in other industries,maritime shipping firms have pursued mergers and alliances between carriers to gain economies of scale and competitive advantages in the global marketplace.In 2000,the ten largest ocean shipping companies controlled 51 percent of the shipping market.Today,that figure is more than 80 percent.55 Major ocean carriersnone of which are U.S.ownedhave also formed alliances through which they pool vessels and capacity along defined routes.This allows them to reduce the total number of ships needed to operate and facilitates the use of increasingly large ships.Ocean carriers,both alone and through their operating alliances,use their market power to control capacity and maintain shipping rates.56 For example,many container exporters and importers have raised concerns about ocean carriers and marine terminal operators charging high detention and demurrage fees,which are often passed onto shippers and cannot be avoided due to a lack of suitable alternative carriers at a given port.57 In the global maritime container manufacturing industry,China has near-total control of production.Three Chinese companies account for 96 percent of the worlds dry cargo containers and 100 percent of the refrigerated containers.58 While shipping container shortages dominated news coverage during the early days of the COVID-19 pandemic,overall global supply of containers was likely adequate to meet demand,however,containers were not located where they were needed(see Section 3.7:Container Availability).However,the concentrated control Chinese firms have over the container market creates 22 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation supply chain vulnerabilities,given that the entire global container market may be affected by an emergency shutdown or reduced production capacity at just a handful of manufacturing plants.Both the concentration of container chassis ownership and changing corporate equipment leasing strategies have contributed to bottlenecks in the supply chain that predate the COVID-19 pandemic.Prior to the 2008 recession,ocean carriers generally owned and provided container chassis as part of their overall shipping packages and rates.59 Since that time,most ocean carriers have shifted their business models to use third-party intermodal equipment providers(IEPs)to provide chassis.60 Today just three companies own and lease nearly all international container chassis in the U.S.and these businesses maintain exclusivity clauses in their agreements with the major ocean carriers.As an analysis by the Maritime Transportation Research&Education Center concluded,this means“a motor carrier with permission to pick up a container from one ocean carrier would not have permission to use anothers chassis,despite complete interchangeability of equipment.”61 U.S.freight rail has also seen significant consolidation in the past several decades.Congress largely deregulated the rail industry in 1980 under the Staggers Act,due in part to concerns about the long-term economic stability of the 26 Class I railroads that existed at the time.Initially,rail shipping rates dropped quickly.However,subsequent mergers among carriers in the 1980s and 1990s left just seven Class I railroads by 2001.Today,across much of the country,Class I railroads have few competitors within the geographies they serve.One analysis by a rail industry advocacy group indicates that rail shippers are bearing the financial burden of railroad consolidation(Figure 9).Between 2002 and 2019,long-distance trucking rates increased by 40 percent,at a similar rate to economy-wide inflation,while rail rates increased 96 percent,and non-competitive revenue has increased 230 percent on average since 2004.62 23 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation Figure 9:Rail Industry Consolidation Has Allowed Railroads to Increase Rates Dramatically More than Inflation and Trucking(Based on Cents per Revenue Ton-Mile 2002-2019)Note:Author cites the following data sources:Rail Rate Increases are taken from the AAR Railroad Facts Books.Trucking Rates utilize the BLS Long Haul Truck Rate Index.Inflation uses the Consumer Price Index for All Urban Consumers(CPIU)Source:Rail Customer Coalition,(2021),“Economic Analysis:Consolidation and Increasing Freight Rail Rates”https:/ 24 Supply Chain Assessment of the Transportation Industrial Base:Freight and Logistics U.S.Department of Transportation 3.0 Challenges in Supply Chain Resilience The resilience of Americas supply chains relies on quality physical infrastructure,access to human capital,and a growing need for technologies and data that support how goods are moved.These facets of the nations supply chains face numerous challenges,many of which have been exacerbated by the COVID-19 pandemic.They include congestion,last-mile freight delivery,chassis and container availability,infrastructure outages,warehousing capacity,workforce conditions,regulatory flexibility,and data availability.The current pandemic-induced su
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CCC Digital Key-The Future of Vehicle AccessCARCONNECTIVITYconsortiumWHITEPAPER91948957v.2 Legal Notice The copyright in this information document(the“Document”)is owned by the Car Connectivity Consortium LLC(“CCC”).Use of this Document is governed by this legal notice and these license terms.CCC hereby grants each recipient of this Document,including recipients that are not Members of CCC,a right to use and to make verbatim copies of the Document only for informational and educational purposes in connection with interpreting or understanding the CCC Specifications or other CCC work(the“Purpose”).Recipients are not permitted to make available or distribute this Document or any copies thereof to third parties,other than to their affiliates or subcontractors,but only to the extent that such affiliates and subcontractors have a need to know for carrying out the Purpose.No other license,express or implied,by estoppel or otherwise,to any intellectual property rights are granted herein.THIS DOCUMENT IS PROVIDED“AS IS,”WITHOUT ANY WARRANTY,REPRESENTATION,OR GUARANTEE WHATSOEVER.CCC HEREBY EXPRESSLY DISCLAIMS ANY AND ALL REPRESENTATIONS,WARRANTIES,AND GUARANTEES,WHETHER EXPRESS OR IMPLIED,STATUTORY,OR OTHERWISE,REGARDING THIS DOCUMENT AND/OR THE MATERIALS TAUGHT THEREIN.WITHOUT LIMITING THE FOREGOING SENTENCE,CCC HEREBY EXPRESSLY DISCLAIMS ANY AND ALL WARRANTIES OF FITNESS FOR A PARTICULAR PURPOSE,MERCHANTABILITY,TITLE,NON-INFRINGEMENT OF OR ABSENCE OF THIRD-PARTY RIGHTS,VALIDITY OF RIGHTS IN,AND/OR OTHERWISE.CCC MAKES NO REPRESENTATIONS AS TO THE ACCURACY OR COMPLETENESS OF THIS DOCUMENT.CCC,AND ITS MEMBERS AND LICENSORS,EXPRESSLY DISCLAIM ANY AND ALL LIABILITY,AND WILL HAVE NO LIABILITY WHATSOEVER TO YOU OR ANY THIRD PARTY,ARISING IN ANY WAY OUT OF THIS DOCUMENT AND/OR THE MATERIALS TAUGHT THEREIN,INCLUDING WITHOUT LIMITATION ANY LIABILITY ARISING FROM CLAIMS THAT THIS DOCUMENT,INFRINGES YOUR OR ANY THIRD PARTYS PATENT RIGHTS,COPYRIGHTS,OR OTHER INTELLECTUAL PROPERTY RIGHTS.CCC AND ITS MEMBERS AND LICENSORS ARE NOT,AND SHALL NOT BE,LIABLE FOR ANY LOSSES,COSTS,EXPENSES,OR DAMAGES OF ANY KIND WHATSOEVER(INCLUDING WITHOUT LIMITATION DIRECT,INDIRECT,SPECIAL,INCIDENTAL,CONSEQUENTIAL,PUNITIVE,AND/OR EXEMPLARY DAMAGES)ARISING IN ANY WAY OUT OF USE OR RELIANCE UPON THIS DOCUMENT,OR THE MATERIALS TAUGHT THEREIN.NOTHING IN THIS DOCUMENT OBLIGATES CCC OR ITS MEMBERS OR LICENSORS TO PROVIDE YOU WITH SUPPORT FOR,OR RELATED TO,THIS DOCUMENT.CCC reserves the right to adopt any changes or alterations to this Document at any time,without notice,as it deems necessary,but is not obligated to make such changes or alterations.COPYRIGHT 2023.Car Connectivity Consortium LLC.Unauthorized Use Strictly Prohibited.All Rights Reserved.The CAR CONNECTIVITY CONSORTIUM logo and CAR CONNECTIVITY CONSORTIUM word mark are registered and unregistered trademarks of Car Connectivity Consortium LLC in the United States and other countries.2CCC DIGITAL KEY1.Introduction 042.Use Cases 06 2.1 Hands-free and NFC Vehicle Access and Start 07 2.2 Additional Functions Improve Convenience 08 2.3 Sharing 09 2.4 Termination and Suspension 10 2.5 Key Properties 113.Architecture 124.CCCCertificationProgram175.Conclusion 18 About the Car Connectivity Consortium(CCC)19CONTENTS3 CCC DIGITAL KEYCCC DIGITAL KEYAn increasing customer demand is seen for accessing and starting vehicles with smartphones.Existing apps for smartphones to control and manage access to our vehicle have used different,non-interoperable approaches with varying degrees of convenience,security,and privacy protection.Passive electronic key fobs are widely used,but you still need one for each car you own.With increasing focus on our phones,a key fob is just one more thing to forget when we leave the house your phone has replaced your travel pass and your credit card,so why not your car key?Whats missing is a worldwide standard that enables our mobile devices to be used as keys for our vehicles.The CCC Digital Key closes this gap.Our mobile devices play an important role in our lives,enabling us to consolidate information and tools supporting nearly all of our daily activities into a single device.4CCC DIGITAL KEYINTRODUCTION01The CCC Digital Key is a standardized technology that enables mobile devices to store,authenticate,and share digital keys for vehicles in a secure,privacy-preserving way that works everywhere.It allows consumers to use their mobile devices to gain access to their vehicles even when the smartphones battery is low.Along with 5 CCC DIGITAL KEYCCC DIGITAL KEYconvenient usage,it offers enhanced security and privacy protections.CCC Digital Key aims to complement traditional key fob implementations,while being robust enough to fully replace them.The CCC Digital Key uses Near Field Communication(NFC)technology for contactless communication between smartphones and vehicles.The most recent CCC Digital Key Release 3.0 adds hands-free,location-aware keyless access and location-aware features for an improved user-friendly experience.This has been achieved using Ultra-Wideband(UWB)in combination with Bluetooth Low Energy connectivity.It maintains support for NFC technology to ensure backward compatibility.Seamless key provisioning is an important part of the overall user experience of CCC Digital Key,as it is likely the first interaction a vehicle owner will have with the CCC Digital Key System.Any mobile device that meets the technology and security requirements of CCC Digital Key may be paired with a similarly equipped vehicle.Each vehicle can have only one owner device,but can also have multiple CCC Digital Keys associated with it on friend devices great for sharing,car hire and other business uses.6CCC DIGITAL KEYUSE CASES02CCC Digital Key allows consumers to use their mobile devices to easily access,and share access to,their vehicle.It has the potential to support many use cases beyond just unlocking doors and starting engines,such as sharing additional keys,restricting the functionality of shared keys,and disabling keys.Lets look at how CCC Digital Key addresses these use cases.7 CCC DIGITAL KEYCCC DIGITAL KEYCCC Digital Key enables hands-free passive keyless entry at the same level of comfort and safety as classic hands-free passive entry and passive start,provided by a large number of vehicle models today.CCC Digital Key may be used to access a vehicle,start the engine,immobilize the vehicle,or authorize any other operation.No interaction with the mobile device is needed,for example activating an app.The smartphone can stay in the users pocket.To provide hands-free access,the mobile device and vehicle mutually authenticate,and the vehicle verifies that the mobile devices CCC Digital Key authorizes the requested operation.UWB time-of-flight measurement prevents attackers from using relay attacks(based on signal amplification)to trick the vehicle into thinking that the mobile device is nearby when it is not this protection is called secure ranging.Alternatively,CCC Digital Key may be used by simply placing a mobile device near the vehicles NFC reader.The limited operational range of NFC prevents attackers from fooling the car into thinking the device is closer than it is.Both the UWB BLE combination and NFC utilize the authentication protocols privacy to ensure that anyone monitoring wireless communications cannot track the user or their mobile device.HANDS-FREE AND NFC VEHICLE ACCESS 8CCC DIGITAL KEYFor example,the traditional key fob is restricted by its nature to a limited number of buttons allowing users to lock and unlock their car,open windows or start the engine.With CCC Digital Key,the user can interact with their mobile device to launch additional features like opening the trunk,closing the window or activating the heating.At the same time the starting of the engine can be prevented,so that children could enter the vehicle without the owner having to worry about unintentional driving off.ADDITIONAL FUNCTIONS IMPROVE CONVENIENCEWith CCC Digital Key,users will be able to launch different actions from their phone.CCC Digital Key provides the same functions as a traditional key fob,and beyond.9 CCC DIGITAL KEYCCC DIGITAL KEYToday,people can share their car keys with friends and family by simply giving them the physical key or key fob.Sharing digital keys should be just as effortless,seamless,and unrestricted or better.CCC Digital Key improves the sharing experience by enabling users to share multiple CCC Digital Keys,without having to physically give someone a key or key fob.For example,I can give my friends access to my vehicle,so they can use it while Im far away on vacation,or I can give my child access,but without authorization to start the engine.As well as the main owner device,the user sets up the smartphones for other people as friend devices,just by sending a sharing link.Several friend devices can be added for a given vehicle,but may not share this access onward.The CCC Digital Key framework establishes a secure communications channel between the two devices,through which the owner device signs(approves)the friend devices digital key(public key),and necessary signatures(approvals)are obtained from the vehicle OEM server.To ensure that the shared CCC Digital Key is usable only by the intended recipient,the owner may optionally provide them with sharing passwords and/or PINs communicated on a different channel than the sharing link.This sharing capability also provides the necessary underpinnings to support fleet,ridesharing,rental,and other commercial services.SHARING10CCC DIGITAL KEYUnlike physical keys and key fobs,CCC Digital Keys may be easily terminated or suspended at any time,from friend devices,owner devices,vehicles,and/or OEM servers.There are many reasons that CCC Digital Keys may need to be terminated or suspended.For example,a user may decide that they or a friend no longer need access to a vehicle,or they may want to terminate all CCC Digital Keys associated with a stolen or compromised mobile device or suspend them if the device is lost.The user may have sold their vehicle or may want to factory reset it,and so on.Because the life cycle of a mobile phone is typically shorter than a car,a user may need to change the owner phone.CCC Digital Key can be reactivated on a new owner phone,while CCC Digital Keys on friend devices still remain;something quite impossible with traditional keys.Termination is permanent and requires the sharing of a new CCC Digital Key to restore access,while suspension is temporary and simply disables a CCC Digital Key until it is resumed.TERMINATION AND SUSPENSION11 CCC DIGITAL KEYCCC DIGITAL KEYEach CCC Digital Key contains a number of attributes and authorizations,encapsulated in standard access entitlement profiles,that describe how and when it may be used.These properties allow each CCC Digital Key to be customized,enabling new use cases,features,and personalization.In addition to standard properties,custom entitlements(if provided by the vehicle OEM)may also be used to enable additional use cases or to include service-specific information.For example,an owner may restrict how the shared CCC Digital Key may be used;adjust the maximum speed for a particular driver;only allow access to the trunk or a particular compartment(and not access the vehicle cabin or other compartments,such as for delivery or pick-up services);allow cabin access,but not engine start or mobilization;and so on.CCC Digital Keys also provide a secure storage container to store vehicle-related personalization settings,preferences,and other metadata,to provide a customized experience.KEY PROPERTIES 12CCC DIGITAL KEYARCHITECTURE03Secure,privacy-preserving connections are established between vehicles and the secure elements of mobile devices using BLE UWB or NFC,providing relay attack protection and,in the case of NFC,remaining functional even when the mobile devices battery is low.Digital Key applications on the mobile device may be native to the Operating System,provided by vehicle OEMs or third parties that potentially offer enhanced services and vehicle-specific features.Mobile devices and vehicles interact with their respective OEM servers to share and manage digital keys.The system ensures access to the vehicle even when neither mobile device nor vehicle have internet connectivity,while still allowing OEMs,if they wish,to add features that require internet access for certain operations.As shown in Figure 1,the CCC Digital Key ecosystem consists of vehicles,vehicle OEM servers,mobile devices,and mobile device OEM servers all communicating with each other using a combination of standardized and proprietary interfaces.Standardized interfaces enable interoperability between different implementations of mobile device manufacturers(mobile device OEMs)Mobile devices create and store digital keys in secure elements embedded technology that provides a tamper-resistant secure implementation to provide the highest-level of protection from hardware-and software-based attacks,including tampering,storage intrusion,cloning,and unauthorized access.The CCC Digital Key architecture uses standards-based public key infrastructure to establish end-to-end trust.13 CCC DIGITAL KEYCCC DIGITAL KEYFigure 1:CCC Digital Key ecosystemand vehicle manufacturers(vehicle OEMs),and thus are fully specified in the CCC Digital Key specification.Proprietary interfaces are shown for reference only;they do not affect interoperability,and thus are not specified.Mobile devices may act as either owner or friend devices,but the vehicle-to-device interface is the same in either role.Interoperability between mobile devices and vehicles is supported by standardizing the vehicle-to-device interface the communication channel(NFC,BLE and UWB),protocols,and digital key structures.The vehicle-to-device interface provides a mutually-authenticated,secure communication channel that protects the users privacy by exposing their mobile devices identity only to trusted vehicles after they have been authenticated.Device and vehicle OEM servers support interoperability by abstracting the details of managing mobile devices and vehicles from 14CCC DIGITAL KEYeach other;the interface between them provides a standardized way to manage digital keys and to provide customer services.The proprietary interfaces between mobile device OEM servers and mobile devices,as well as between vehicle OEM servers and vehicles,enable OEMs to provide custom key management functionality.The standardized interfaces are defined as follows:Vehicle Device:The wireless interface for direct communication between the vehicle and mobile device.It is used to complete the authentication protocol,securely exchange information,pair a mobile device with the vehicle,and ensure that the mobile device is within close proximity of the vehicle.Vehicle OEM Server Device OEM Server:The secure,trusted interface between device OEM servers and vehicle OEM servers.It is used to create,track,manage,and share keys as well as for servers to notify each other of status changes.As described above and shown in Figure 2,mobile devices secure and manage CCC Digital Keys using secure elements,native and custom apps,the CCC Digital Key framework,and communication to device OEM servers.Apps might be vehicle OEM apps,rental service apps,and so onThe CCC Digital Key applet,which resides within the secure element,performs all security-critical processing authentication,encryption protocols,and key generation used for owner pairing,key derivation for secure ranging(verifying the key is actually close by or in the car),sharing,and vehicle access and engine start transactions while also providing secure,tamper-proof storage for CCC Digital Keys and their metadata.The NFC interface is routed directly to the CCC Digital Key applet,providing a communications path that is protected from,and that operates independently of,the rest of the mobile device.The UWB module maintains the same system security level as the NFC interface through secure ranging,protecting against relay attacks.15 CCC DIGITAL KEYCCC DIGITAL KEYRanging keys are derived from CCC Digital Key authentication handshake and securely stored in the secure element.When in use,ranging keys have a limited 12-hour lifetime to shorten the time window for an attacker.The CCC has adopted UWB secure ranging technology in combination with BLE connectivity technology to enable new location-aware features for CCC Digital Key and to allow secure positioning with accuracy equal to or better than existing passive key fobs.CCC member companies have been optimizing the High Rate Pulse repetition frequency(HRP)UWB standard in IEEE 802.15.4z to achieve this level of accuracy within this specific use case,while ensuring safety and security.Figure 2:Mobile Device Architecture16CCC DIGITAL KEYCCC CERTIFICATION PROGRAM 04TheCCCDigitalKeyCertificationProgramwillensureinteroperability and security of the digital key solution,to deliver the best and most secure user experience between the mobile device and the vehicle.17 CCC DIGITAL KEYCCC DIGITAL KEYThe benefits of CCC Certification include:CCC Certified products offer benefits to both manufacturers and end-users via a standardized approach,ensuring robust and seamless user experiences across different vendors products.Certification results in smooth interoperation of involved parties,thus increasing end-user satisfaction and potentially boosting sales volumes,lowering product return rates and reducing support costs.The CCC Certification program enforces the correct usage of the CCC Certification Logo in marketing,building trust with end-users and consumers.The CCC Digital Key certification program is under development and targeted for release by 2022.18CCC DIGITAL KEYCCC Digital Key will provide the standardization and industry acceptance needed to drive widespread adoption of smartphones as vehicle keys.CONCLUSION0519 CCC DIGITAL KEYCCC DIGITAL KEYABOUTCar Connectivity Consortium (CCC)The CCC represents a large portion of the global automotive and smartphone industries,with more than one hundred member companies.The CCC is a cross-industry standards organization with a mission to create sustainable and flexible ecosystems that standardize interface technologies to provide consistently great user experiences across all vehicles and mobile devices.The CCC member companies consisting of smartphone and vehicle manufacturers,automotive tier-1 suppliers,silicon/chip vendors,security product suppliers,and more.The Board of Directors of CCC includes individuals from charter member companies Apple,BMW,General Motors,Google,Honda,Hyundai,LG,Mercedes-Benz AG,NXP Semiconductors,Panasonic,Samsung and Volkswagen.In addition to CCC Digital Key,the CCC portfolio includes MirrorLink technologies.CARCONNECTIVITYconsortium20CCC DIGITAL KEYAddress3855 SW 153rd Drive Beaverton,OR 97003,USAPhone 1 503-619-1163OnlineEmail:admincarconnectivity.orgWebsite:https:/carconnectivity.orgLinkedIn:https:/
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Pocket Guide to Transportation2023Free Copy-Not Meant for Salehttps:/www.bts.gov/pocketguide For additional copies of this guide or information about the Bureau of Transportation Statistics and its products and services,contact:https:/doi.org/10.21949/1527467 Product OrdersInternet:www.bts.govMail:Product Orders Bureau of Transportation Statistics ATTN:Product Orders 1200 New Jersey Avenue,SE,Room E34-457 Washington,DC 20590 Information ServicePhone:202-366-DATAEmail:btsdot.govJanuary 2023Free Copy-Not Meant for SalePocket Guide to Transportation2023Free Copy-Not Meant for SaleAcknowledgmentsU.S.Department of TransportationRobert C.Hampshire,PhDDeputy Assistant Secretary for Research and TechnologyBureau of Transportation StatisticsPatricia HuDirectorRolf SchmittDeputy DirectorProduced under the direction of:Ramond Robinson Director,Office of Transportation AnalysisSean JahanmirProject ManagerAlpha WingfieldVisual Information SpecialistMajor Contributors:Daniel Palumbo*Hoa Thai*Spatial FrontAbout the Pocket Guide to TransportationThe BTS Pocket Guide to Transportation is a quick reference guide that provides transportation statistics at your fingertips.It provides key information and highlights major trends on the U.S.transportation system.Intended as a compact reference,the Pocket Guide supports the BTS mission to create,manage,and share transportation statistical knowledge.Many of the tables and figures within this publication are derived from National Transportation Statistics available at www.bts.gov.The Pocket Guide is also available online at https:/www.bts.gov/pocketguide.ContentsMajor Trends.ivInfrastructure.1Moving People.7Moving Goods.19 Safety.27Performance.35Economy.41Environment.49Glossary.58Major Trends Moving People:January 2000July 2022NOTES:Graph scales are not comparable.Seasonally-adjusted data measure the real differences in data trends by adjusting for seasonal factors,such as the change in the number of days,weekends,holidays,or other seasonal activity in a month such as vacation travel.SOURCE:Seasonally-adjusted transportation dataU.S.Department of Transportation,Bureau of Transportation Statistics,available at www.bts.gov as of October 2022.ivvMajor TrendsMoving Freight:January 2000August 2022NOTES:Graph scales are not comparable.Rail freight intermodalRail inter-modal traffic includes shipping containers and truck trailers moved on rail cars.U.S.waterways freightIncludes tonnage carried on internal U.S.waterways.SOURCE:Seasonally-adjusted transportation dataU.S.Department of Transportation,Bureau of Transportation Statistics,available at www.bts.gov as October 2022.1Infrastructure1 InfrastructureThe U.S.transportation system consists of a network of roads,bridges,airports,railroads,transit systems,ports,waterways,and pipelines,connecting the nation to the rest of the world.1-1 Transportation Network Length milesMode20102020Highway Public roads4,067,0774,172,562 Public road lanesa8,582,2618,790,746Pipeline Gas distribution 1,229,9461,328,885 Gas transmission and gathering324,458319,224Rail Class I freight railroad95,70091,773 Amtrak21,17820,787Transit Commuter railb7,6307,930 Heavy railb1,6171,663 Light railb,c1,4972,096Water Navigable waterwaysd25,00025,000aMeasured in lane-miles.bMeasured in directional route-miles.cLight Rail was revised beginning in 2011 and includes light rail,street car rail,and hybrid rail.dEstimated length of domestic waterways.SOURCES:Highway,Pipeline,Rail,Transit,WaterAs cited in U.S.Department of Transportation,Bureau of Transportation Statistics,National Transportation Statistics,tables 1-1,1-6,and 1-10,available at https:/www.bts.gov/nts as of October 2022.2Pocket Guide to Transportation1-2 Transportation Facilities numberMode20102020Air Certificated airportsa551519 General aviation airports19,25119,395Highway Bridges604,493618,456Pipeline LNG facilities122165Rail Amtrak stations512526 Transit rail Commuter rail stations1,2251,311 Heavy rail stations1,0411,057 Light rail stationsb8481,287Water Portsc178192 Cargo handling docks8,0608,334 Lock chambers239237aCertificated airports serve air carrier operations with aircrafts seating more than nine passengers.bLight Rail was revised beginning in 2011 and includes light rail,street car rail,and hybrid rail.cPorts handling over 250,000 short tons.KEY:LNG=liquified natural gasSOURCES:Air,Highway,RailAs cited in U.S.Department of Trans-portation,Bureau of Transportation Statistics,National Transportation Statistics,tables 1-3,1-7,and 1-28,available at https:/www.bts.gov/nts as of August 2022.PipelineU.S.Department of Transportation,Pipe-line and Hazardous Materials Administration,available at https:/www.phmsa.dot.gov as of August 2022.TransitU.S.Department of Trans-portation,National Transit Database,available at https:/www.transit.dot.gov/ntd/as of August 2022.WaterU.S.Army Corps of Engineers,Navigation Data Center,Transportation Facts and Information,available at http:/www.navigationdatacenter.us/as of August 2022.3Infrastructure1-3 Transportation Vehicles numberMode20102020Air Air carrier aircraft7,1855,882 General aviation aircraft223,370204,980Highway Light-duty vehiclea230,444,440253,121,228 Truck10,770,05413,479,382 Motorcycle8,009,5038,317,363Rail Class I freight locomotive23,89323,544 Class I freight car397,730252,400 Amtrak locomotive282384 Amtrak car1,2741,313Transit rail Commuter railb6,7687,524 Heavy railb11,51011,064 Light railb2,0962,799Water Nonself-propelled vessel31,90634,168 Self-propelled vessel10,77510,333 Oceangoing vessel221180 Recreational boat12,438,92611,838,188aIncludes passenger cars,light trucks,vans,and sport utility vehicles.bIncludes revenue vehicles available for maximum service.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transporta-tion Statistics,National Transportation Statistics,table 1-11,available at https:/www.bts.gov/nts as of January 2022.4Pocket Guide to Transportation1-5 National Highway System Pavement Condition percent of NHS facility milesNOTES:Pavement condition is measured by the International Roughness Index(IRI)which takes a longitudinal profile of pavement roughness based on one-way facility centerline miles.A lower IRI indicates smoother highway conditions and a higher IRI indicates rougher highway conditions.SOURCE:U.S.Department of Transportation,Federal Highway Administration,Highway Statistics,table HM-47,available at https:/www.fhwa.dot.gov/policyin-formation/statistics.cfm as of November 2022.1-4 Airport Runway Pavement Condition percent of NPIAS runwaysNOTE:National Plan of Integrated Airport Systems(NPIAS)airports include commercial service airports,reliever airports,and selected general aviation airports.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transportation Statistics,National Transportation Statistics,table 1-25,available at https:/www.bts.gov/nts as of October 2022.5Infrastructure1-6 Bridge Condition by Deck Area:20122022NOTE:The deck area calculation was changed as of 2018 in accordance with 23 CFR 490.409.SOURCE:U.S.Department of Transportation,Federal Highway Administration,National Bridge Inventory,available at https:/www.fhwa.dot.gov/bridge/nbi.cfm as of October 2022.1-7 Condition of Highway Bridges by State:2022SOURCE:U.S.Department of Transportation,Federal Highway Administration,National Bridge Inventory,available at https:/www.fhwa.dot.gov/bridge/nbi.cfm as of October 2022.7Moving People2 Moving PeopleThe U.S.transportation system makes personal mobility possible.Every day people use the transportation system to get to and from work,school,and shopping.2-1 Vehicle-Miles Traveled millionsMode20102020Air U.S.air carrier,domestica5,9764,214Highway Light-duty vehicleb2,648,4562,568,745 Motorcycle18,51317,632 Truck286,527302,141 Bus13,77015,104Passenger rail Amtrakc295185 Commuter railc342314 Heavy railc666663 Light rail c,d93120aMeasured in revenue aircraft-miles.bIncludes passenger cars,light trucks,vans,and sport utility vehicles.cMeasured in passenger car-miles.dLight rail was revised beginning in 2011 and includes light rail,street car rail,and hybrid rail.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transportation Statistics,National Transportation Statistics,table 1-35,available at https:/www.bts.gov/nts as of October 2022.8Pocket Guide to Transportation2-2 Highway Travel:19702020NOTE:Data for 2007 and later years may not be comparable to previous years due to changes in methodology.SOURCE:U.S.Department of Transportation,Federal Highway Administration,Highway Statistics,available at https:/www.fhwa.dot.gov/policyinformation/statistics.cfm as of October 2022.9Moving People2-3 Passenger-Miles Traveled millionsMode20102020Air U.S.air carrier,domestic554,711304,253Highway Light-duty vehiclea4,431,4514,304,298 Motorcycle21,48321,237 Truck286,527302,141 Bus270,344306,843Passenger rail Amtrakb6,4203,450 Commuter rail10,7746,021 Heavy rail16,4078,947 Light railc2,1731,834aIncludes passenger cars,light trucks,vans,and sport utility vehicles.bMeasured in revenue passenger-miles.cLight rail was revised beginning in 2011 and includes light rail,street car rail,and hybrid rail.SOURCE:As cited in U.S.Department of Transportation,Bureau of Trans-portation Statistics,National Transportation Statistics,table 1-40,available at https:/www.bts.gov/nts as of October 2022.10Pocket Guide to Transportation2-4 Transit Ridership:19702021NOTE:Includes bus,commuter rail,demand response,heavy rail,light rail,trolley bus,ferry boat,aerial tramway,automated guideway,cable car,inclined plane,monorail,and other.SOURCES:1970-1989American Public Transportation Association,Public Trans-portation Fact Book,Appendix,available at https:/ of March 2020.1990-2021American Public Transportation Association,Ridership Report,available at https:/ of October 2022.11Moving People2-5 Daily Passenger Travel200120092017aTravel per person Daily person trips 4.13.83.4 Daily person-miles 36.936.136.1Travel per driver Daily vehicle trips3.43.02.7 Daily vehicle-miles of travel32.729.025.8Average commute Length in miles12.111.811.5 Travel time in minutes23.323.926.6Percent of work trips by usual mode Private vehicles90.889.487.5 Public transit b5.15.16.9 Walk2.82.82.9 Other c1.32.72.7aThe 2017 National Household Travel Survey includes a different methodology compared to previous years,such as an address-based sample including more urban and cell phone only households.bPublic transit includes local bus,com-muter bus,commuter train,subway,trolley,and streetcar.cOther includes travel modes not specifically cited,such as motorcycle,taxi,bike,truck,and other.NOTE:The usual mode is defined as the means of transportation usually used to go to work in the week prior to the travel day.SOURCE:U.S.Department of Transportation,Federal Highway Administration,2017 National Household Travel Survey,Summary of Travel Trends,available at https:/nhts.ornl.gov/as of October 2022.12Pocket Guide to Transportation2-6 Commute to Work Mode Share:2021 percent of workers age 16 and oldera Includes motorcycle,taxi,and other means.NOTES:Percents may not add to 100 due to rounding.The American Commu-nity Survey asks for the mode usually used by the respondent to get to work.For more than one mode of transportation,respondents select the mode used for most of the distance traveled.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transporta-tion Statistics,National Transportation Statistics,table 1-41,available at www.bts.gov as of October 2022.13Moving People2-7 Amtrak Ridership:FY2000FY2021SOURCE:U.S.Department of Transportation,Federal Railroad Administra-tion,available at http:/safetydata.fra.dot.gov/officeofsafety/default.aspx/as of October 2022.2-8 Top 10 Amtrak Stations:FY2021 by passengersNOTE:Includes passenger boardings and alightings.SOURCE:Amtrak,National Fact Sheet and State Fact Sheet,available at as of October 2022.14Pocket Guide to Transportation2-9 U.S.Air Carrier Passenger Traffic:20032021NOTE:Includes passenger enplanements on scheduled services only(domestic and international flights).SOURCE:U.S.Department of Transportation,Bureau of Transportation Statis-tics,Office of Airline Information,T-100 Market data,available at www.bts.gov as of September 2022.2-10 Top 10 U.S.Airports:2021 by enplaned passengersNOTE:Includes passenger enplanements on U.S.carrier scheduled domestic and international service and foreign carrier scheduled international service to and from the United States.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transporta-tion Statistics,National Transportation Statistics,table 1-44,available at https:/www.bts.gov/nts as of October 2022.15Moving People2-11 Top 10 World Airports:2021 by enplaned,deplaned,and in-transit passengersNOTE:Preliminary data for passengers enplaned,deplaned,and passengers in transit.SOURCE:Airports Council International,available at https:/www.aci.aero/as of October 2022.16Pocket Guide to Transportation2-12 Incoming Land Border Person Crossings:19962021NOTE:Excludes drivers and passengers in commercial trucks.SOURCE:U.S.Department of Transportation,Bureau of Transportation Sta-tistics,Border Crossing Entry Data,available at https:/www.bts.gov/content/border-crossingentry-data/as of September 2022.17Moving People2-13 Top 5 Land Ports of Entry:2021 by incoming person crossingsNOTE:Excludes drivers and passengers in commercial trucks.SOURCE:U.S.Department of Transportation,Bureau of Transportation Sta-tistics,Border Crossing Entry Data,available at https:/www.bts.gov/content/border-crossingentry-data/as of September 2022.19Moving Goods3 Moving GoodsThe freight transportation network links natural resources,manufacturing facilities,labor markets,and customers across the nation and with international trading partners.3-1 Freight Shipments Within the U.S.by ModeValue of shipments(billions of constant 2017 dollars)Mode201720202050Truck13,69013,14826,023Rail5535371,026Water293242439Air and truck-air6545991,345Pipeline9469981,279Multiple modesa2,6582,4896,050Otherb451292Total18,83918,02436,254Weight of shipments(millions of tons)Mode201720202050Truck12,81012,59519,310Rail1,6241,4281,916Water9188581,240Air and truck-air6613Pipeline3,4513,5235,102Multiple modesa6896841,190Otherb311208133Total19,80919,30328,904Ton miles of shipments(billions of ton miles)Mode201720202050Truck2,3972,3583,931Rail1,0959461,230Water448424538Air and truck-air7714Pipeline8839261,357Multiple modesa5815751,022Otherb131418Total5,4285,2518,110aIncludes mail.bIncludes other,unknown,and imported crude oil with no domestic mode.NOTES:Details may not add to totals due to rounding.Includes domestic trade and the domestic portion of imports and exports.SOURCE:U.S.Department of Transportation,Bureau of Transportation Statistics and Federal Highway Administration,Freight Analysis Framework,Version 5.4,available at www.bts.gov/faf as of October 2022.20Pocket Guide to Transportation3-2 U.S.Trade by Coasts and Borders:20032021NOTE:Includes U.S.international merchandise trade only.SOURCES:ValueU.S.Department of Commerce,Census Bureau,Foreign Trade Division,HS Port-Level Data(Washington,DC:annual issues)as of Octo-ber 2022.Implicit GDP DeflatorOrganization for Economic Co-operation and Development,GDP Implicit Price Deflator in United States USAGDPDE-FAISMEI,retrieved from FRED,Federal Reserve Bank of St.Louis;available at https:/fred.stlouisfed.org/series/USAGDPDEFAISMEI,available at www.bea.gov as of October 2022.21Moving Goods3-3 U.S.Trade with Canada and Mexico by Mode:2021a Export weights for land modes are estimated by the Bureau of Transporta-tion Statistics using value-to-weight ratios derived from import data.bIncludes mail,other,unknown,and shipments through Foreign Trade Zones.NOTE:Percents may not add to 100 due to rounding.SOURCE:U.S.Department of Transportation,Bureau of Transportation Statis-tics,North American Transborder Freight Data,special tabulation,available at https:/www.bts.gov/transborder as of March 2022.22Pocket Guide to Transportation3-4 Incoming Truck Border Crossings:19962021SOURCE:U.S.Department of Transportation,Bureau of Transportation Statis-tics,Border Crossing Entry Data,available at https:/data.transportation.gov/as of March 2022.23Moving Goods3-5 Top 5 Truck Ports of Entry:2021 by incoming truck crossingsNOTE:Customs and Border Patrol CBP separated the Ysleta Port of Entry from the El Paso Port of Entry beginning on March 1,2020.SOURCE:U.S.Department of Transportation,Bureau of Transportation Statis-tics,Border Crossing Entry Data,available at https:/data.transportation.gov/as of September 2022.24Pocket Guide to Transportation3-6 Top 10 U.S.Water Ports:2020 by short tonsKEY:TEU=twenty-foot equivalent unit.NOTE:Includes domestic and foreign waterborne trade.Excludes foreign empty TEUs.SOURCE:U.S.Army Corps of Engineers,Waterborne Commerce Statistics Center,personal communication as of November 2022.by container TEUs(2019)25Moving Goods3-7 Top 10 World Container Ports:2021 TEUs,including full and empty containersKEY:TEU=twenty-foot equivalent unit.SOURCE:Lloyds List,One Hundred Ports 2022,available at https:/ as of October 2022.26Pocket Guide to Transportation3-8 Top 10 U.S.International Trade Gateways:2020 by value of shipmentsKEY:=airport,=land port,=water port.NOTES:Air gateways include a low level(generally less than 3%of the total value)of freight shipped through small user-fee airports located in the same area as the gateways listed.Air gateways not identified by airport name(e.g.,Chicago,IL)include major airport(s)in the area and small regional airports.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transportation Statistics,National Transportation Statistics,table 1-51,available at https:/www.bts.gov/nts as of October 2022.27Safety4 SafetyTransportation safety is the top priority of the U.S.Department of Transportation.4-1 Transportation Fatalities by ModeMode201020202021Air477349U U.S.air carrier20U Commuter carrier05U On-demand air taxi1721U General aviation458332UHighway32,99938,824U Passenger car occupants12,49113,472U Motorcyclists4,5185,579U Light-truck occupants9,78210,352U Heavy-truck occupants530831U Bus occupants4416U Pedestrians4,3026,516U Pedalcyclists623938U Other7091,120UPipeline221513Rail735743890 Train Accidents868 Highway-rail grade crossinga261195236 Trespassers441518614 Other252432Transitb224289322Water821838696 Freight vessel and Industrial/Other625627 Passenger vessel and Recreational boating759782669aIndividual modes dont add up to totals due to double counting in highway,rail,and transit grade crossings.bIncludes transit employee,contract worker,passenger,peo-ple waiting or leaving(revenue facility occupant),and other fatalities for all modes reported to the National Transit Database.Excludes commuter rail(reporting under FRA jurisdiction).Other transit fatalities are assumed to be counted under Highway or Rail categories.KEY:U=data are not available.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transportation Statistics,National Transportation Statistics,table 2-1,available at www.bts.gov/nts as of October 2022.28Pocket Guide to Transportation4-2 Transportation Injuries by ModeMode201020202021Air278202U U.S.air carrier178U Commuter carrier20U On-demand air taxi39U General aviation256187UHighway a2,247,9882,282,015U Passenger car occupantsa1,256,1011,221,335U Motorcyclistsa82,30082,528U Light-truck occupantsa737,152813,509U Heavy-truck occupantsa19,93744,934U Bus occupantsa17,5866,620U Pedestriansa70,26754,769U Pedalcyclistsa51,68838,886U Othera12,95619,435UPipeline1083932Rail8,3795,5515,817 Train Accidents 11072118 Highway-rail grade crossingb888697670 Trespassers390561522 Other 6,9914,2214,507Transitc23,10715,42116,549Water3,7703,5403,025 Freight vessel and Industrial/Other 407208232 Passenger vessel and Recreational boating 3,3633,3322,793a2020 and 2021 Crash Reporting Sampling System(CRSS)estimates for injuries are not comparable with 2010 and earlier NASS GES estimates because of different sampling designs.bExcludes injuries involving motor vehicles at public highway-rail grade cross-ings,which are assumed to be counted under Highway categories.cIncludes transit employee,contract worker,passenger,people waiting or leaving(revenue facility occupant),and other injuries for all modes reported to the National Transit Database.Excludes commuter rail(reporting under FRA jurisdiction).Other transit injuries are assumed to be counted under Highway or Rail categories.KEY:U=data are not available.NOTES:Highway numbers are estimates rather than actual counts.The estimates are calculated from data obtained from a nationally representative sample of crashes.NHTSA redesigned the nationally representative sample of police-reported traffic crashes,which estimates the number of police-reported injury and property-damage-only crashes in the US.The new system,CRSS,replaced the NASS GES in 2016 and has a different sample design.Thus,the 2020 and 2021 persons injured estimates are not comparable to earlier estimates.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transportation Statistics,National Transportation Statistics,table 2-2,available at www.bts.gov/nts as of November 2022.29Safety4-3 Fatality Rates by Modecontinued on next page30Pocket Guide to Transportation4-3 Fatality Rates by Mode(continued)continued on next page31Safety4-3 Fatality Rates by Mode(continued)SOURCES:Highway,Passenger car and light-truck occupants,Highway-nonoccupants,Large-truck occupants,U.S.air carriers,General aviation,and Recreational boatingas cited in or calculated from U.S.Department of Transportation,Bureau of Transportation Statistics,National Transportation Statistics,tables 2-9,2-14,2-17,2-19,2-21,2-23,2-47,and 3-10 available at www.bts.gov/nts as of October 2022.TransitU.S.Department of Transporta-tion,Federal Transit Administration,NTD Safety&Security Time Series Data,available at https:/www.transit.dot.gov/ntd as of October 2022.RailU.S.Department of Transportation,Federal Railroad Administration,table 1.12,available at https:/safetydata.fra.dot.gov/as of October 2022.32Pocket Guide to Transportation4-4 Alcohol-Impaired Driving Fatalities:19902020NOTE:Includes fatalities occurring in any crash involving a driver with a blood alcohol concentration(BAC)of 0.08 grams per deciliter or higher.SOURCE:U.S.Department of Transportation,National Highway Traffic Safety Administration,Traffic Safety Facts:2019 Fatal Motor Vehicle Crashes:Overview as of October 2022.4-5 Pedestrian and Bicyclist Fatalities:19902020NOTE:Includes pedestrians and riders of nonmotorized bicycles and other pedal-powered vehicles.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transporta-tion Statistics,National Transportation Statistics,table 2-1,available at www.bts.gov/nts as of October 2022.33Safety4-6 Distracted Driving Fatalities and Injuries:20052020aDistracted driving fatality data for 2010 and on are not comparable with previous years due to changes in methodology.bCrash Reporting Sampling System(CRSS)estimates for injuries are not comparable with 2015 and earlier National Automotive Sampling System(NASS)General Estimates System(GES)estimates because of different sampling designs.NOTE:Distracted driving involves any activity that could divert a persons attention away from the primary task of driving,such as texting,using a cell phone,eating and drinking,grooming,using a navigation system,adjusting a radio,etc.SOURCE:FatalitiesU.S.Department of Transportation,National Center for Statistics and Analysis,Fatality and Injury Reporting System Tool(FIRST),available at www.cdan.dot.gov;Injuries-U.S.Department of Transportation,National Highway Traffic Safety Administration,Traffic Safety Facts,Research Note,Distracted Driving 2020,available at www.crashstats.nhtsa.dot.gov,as of October 2022.35Performance5 PerformanceThe physical capacity of the U.S.transportation system has not kept pace with growth in travel and commerce.The resulting congestion and delays have significant impacts on passengers and freight shippers.5-1 Road Congestion:19852020NOTES:Annual hours of delay per car commuterThe extra time spent during the year traveling at congested speeds rather than free-flow speeds by private vehicle drivers and passengers who typically travel in the peak periods.The methodology to calculate congestion performance measures was updated to reflect more comprehensive data collection using INRIX data for each of the 494 U.S.urban areas.The congestion estimates for all study years are recal-culated every time the methodology is altered to provide a consistent data trend.For a detailed explanation of the updated methodology,see the Urban Mobility Report at http:/mobility.tamu.edu/ums/report/.SOURCE:Texas A&M Transportation Institute,Urban Mobility Report,available at https:/mobility.tamu.edu/umr/report/as of October 2022.36Pocket Guide to Transportation5-3 U.S.Airline On-time Performance:19952021NOTE:Flights arriving at the gate within 15 minutes of scheduled arrival time are on time.SOURCE:U.S.Department of Transportation,Bureau of Transportation Statistics,Airline On-Time Performance,available at www.bts.gov as of March 2022.5-2 Top 10 Metropolitan Area Congestion Rankings:2020 by calendar year,average minutes of congestionKEY:MSA=Metropolitan Statistical AreaNOTES:Minutes of congestionthe amount of time when freeways operate less than 90 percent of free-flow freeway speeds.Calculated by calendar year for an average duration of daily congestion.SOURCE:U.S.Department of Transportation,Federal Highway Administration,Urban Congestion Report,personal communication,as of October 2022.37Performance5-4 U.S.Major Airport Delays by Cause:2021 percent of delayed timeaIncludes weather events that prevent flying.Other weather delays that slow operations are included under other categories.bDelay resulting from a previ-ous flight with the same aircraft arriving late.KEY:NAS=Delays attributable to the national aviation system(NAS)that refer to a broad set of conditions,such as non-extreme weather,airport operations,heavy traffic volume,and air traffic control.NOTE:Percents may not add to 100 due to rounding.SOURCE:U.S.Department of Transportation,Bureau of Transportation Statistics,Airline On-Time Performance,available at transtats.bts.gov as of October 2022.5-5 U.S.Major Airport Performance Rankings:2021 by percent of on-time arrivalsNOTE:Flights arriving at the gate within 15 minutes of scheduled arrival time are on time.SOURCE:U.S.Department of Transportation,Bureau of Transportation Statistics,Airline On-Time Performance,available at transtats.bts.gov as of October 2022.38Pocket Guide to Transportation5-6 Amtrak On-time Performance:FY1990FY2021NOTE:On-time performance is a percentage measure of train performance.A train is considered on-time if it arrives at the final destination,or end-point,within an allowed number of minutes,or tolerance,of its scheduled arrival time.Trains are allowed a certain tolerance at the end-point based on the number of miles traveled.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transporta-tion Statistics,National Transportation Statistics,table 1-73,available at transtats.bts.gov as of October 2022.Trip lengthTrain arrives at endpoint within0-250 miles10 minutes251-350 miles15 minutes351-450 miles20 minutes451-550 miles25 minutes551 miles30 minutes39Performance5-7 Amtrak Delays by Cause:FY2021 percent of delayed timeaDelays not attributable to Amtrak or other host railroads,such as customs and immigration,law enforcement action,weather,or waiting for scheduled departure time.NOTE:Percents may not add to 100 due to rounding.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transporta-tion Statistics,National Transportation Statistics,table 1-73,available at www.bts.gov/nts as of October 2022.41Economy6 EconomyTransportation is a major sector of the U.S.economy.The transportation system moves people and goods,employs millions of workers,and consumes resources and services provided by other sectors.6-1 U.S.GDP by Spending Category:2021 percent of GDPaIncludes all other categories(e.g.,entertainment,personal care products and services,and payments to pension plans).KEY:GDP=gross domestic product.NOTE:Percents may not add to 100 due to rounding.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transportation Statistics,National Transportation Statistics,table 3-9,available at www.bts.gov/nts as of October 2022.42Pocket Guide to Transportation6-2 U.S.Transportation Spending:19952021KEY:GDP=gross domestic product.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transportation Statistics,National Transportation Statistics,table 3-9,available at www.bts.gov/nts as of October 2022.43Economy6-3 Transportation-Related Final Demand billions of chained 2012 dollarsCategory20112021Personal consumption of transportation1,1051,414 Motor vehicles and parts370614 Motor vehicle fuels,lubricants,and fluids400405 Transportation services335395Gross private domestic investment192235 Transportation structures1012 Transportation equipment182223Government transportation-related purchases317326 Federal purchases4143 State and local purchases252271 Defense-related purchases2513Exports( )303269Imports(-)396482Total transportation-related GDP1,5241,717U.S.GDP15,89219,610KEY:GDP=gross domestic productNOTES:Data may not add to totals due to rounding.Transportation-related final demand measures the size of transportation functions in relation to the Gross Domestic Product(GDP).It includes the transportation portion of the four components of the GDP:personal consumption,gross private domestic investment,government purchases,and net exports of goods and services.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transporta-tion Statistics,National Transportation Statistics,table 3-4,available at www.bts.gov/nts as of October 2022.44Pocket Guide to Transportation6-4 Household Expenses by Category:2021 percent of average annual household expensesa Includes alcoholic beverages,cash contributions,education,entertainment,personal care products and services,reading,tobacco products and smoking supplies,and other miscellaneous items.NOTE:Percents may not add to 100 due to rounding.SOURCE:U.S.Department of Labor,Bureau of Labor Statistics,Consumer Expenditure Survey,available at www.bls.gov/cex as of October 2022.6-5 Household Transportation Expenses:19852021SOURCE:U.S.Department of Labor,Bureau of Labor Statistics,Consumer Expenditure Survey,available at www.bls.gov/cex as of October 2022.45Economy6-6 Transportation Services Index(TSI):January 2000July 2022 chain-type index:2000=100,seasonally adjustedNOTES:TSI Combinedthe TSI,created by the U.S.Department of Transportation,Bureau of Transportation Statistics,is a measure of the month-to-month changes in the output of services provided by the for-hire transportation industries.TSI data change monthly due to the use of concur-rent seasonal analysis,which results in seasonal analysis factors changing as each months data are added.TSI Freightincludes freight railroad services(including rail-based intermodal shipments,such as containers on flat cars),inland waterway traffic,pipeline movements(including principally petroleum and petroleum products and natural gas),and air freight.TSI Passengerthe passenger transportation services index consists of local mass transit,intercity passenger rail,and passenger air transportation.SOURCE:U.S.Department of Transportation,Bureau of Transportation Statis-tics,available at www.bts.gov as of October 2022.46Pocket Guide to Transportation6-7 Employment in Transportation-Related Industries thousandsCategory20112021For-hire transportation and warehousing4,2896,092 Air457475 Rail193146 Water6156 Truck1,3011,514 Transit and ground passenger447375 Pipeline4350 Scenic and sightseeing2823 Support activities573722 Couriers and messengers5291,082 Warehousing and storage6581,648Transportation-related manufacturinga1,6851,934Other transportation-related industries4,8115,377Postal service631606Government employmentb854851Total transportation-related labor force12,27014,859U.S.labor force131,914146,124aIncludes transportation equipment;petroleum products;tires;rubber;plastics;search,detection,navigation,guidance,aeronautical,and nautical systems;and instrument manufacturing.bFiscal year data for federal,state,and local personnel.NOTES:Annual averages based on NAICS data.Details may not add to totals due to rounding.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transporta-tion Statistics,National Transportation Statistics,table 3-23,available at www.bts.gov/nts as of September 2022.47Economy6-8 Motor Vehicle Fuel Prices:April 1994September 2022NOTES:Retail Gasoline Prices include average nominal monthly prices of U.S.Regular All Formations retail gasoline.Diesel Retail Prices include average nominal monthly prices of U.S.No.2 Diesel Retail Prices.SOURCE:U.S.Department of Energy,Energy Information Administration,avail-able at https:/www.eia.gov/as of October 2022.49Environment7 EnvironmentThe U.S.transportation system is a major consumer of energy and has consequences for the environment.7-1 Energy Consumption by Sector:19602021KEY:Btu=British thermal unit.NOTE:Includes primary energy consumption,electricity retail sales,and electri-cal system energy losses.SOURCE:U.S.Department of Energy,U.S.Energy Information Administration,Monthly Energy Review,available at www.eia.gov/totalenergy/data/monthly,Table 2.1a as of October 2022.50Pocket Guide to Transportation7-2 Transportation Energy Consumption by Source:2021 percent of Btu consumed KEY:Btu=British thermal unit.NOTES:Includes primary energy consumed.Excludes electricity retail sales and electrical system energy losses.Percents may not add to 100 due to rounding.SOURCE:U.S.Department of Energy,U.S.Energy Information Administration,Monthly Energy Review,available at www.eia.gov/totalenergy/data/monthly,Table 2.5,as of October 2022.51Environment7-3 Petroleum Consumption by Sector:19602021SOURCE:U.S.Department of Energy,U.S.Energy Information Administration,Monthly Energy Review,available at www.eia.gov/totalenergy/data/monthly,Tables 3.7-3.8,as of October 2022.52Pocket Guide to Transportation7-4 Greenhouse Gas Emissions by Sector:19902020KEY:Tg CO2 Eq.=teragrams of carbon dioxide equivalent.Teragram=1 million metric tons.NOTES:Electric power sector emissions are distributed across sectors.Emissions include carbon dioxide,methane,nitrous oxide,hydrofluorocarbons,perfluorochemicals,and sulfur hexafluoride.SOURCE:U.S.Environmental Protection Agency,Inventory of U.S.Greenhouse Gas Emissions and Sinks:Report Tables,https:/cfpub.epa.gov/ghgdata/inventoryexplorer/#transportation/entiresector/allgas/category/all,as of October 2022.53Environment7-5 Greenhouse Gas Emissions by Transportation Mode:2020 Percent of Tg CO2 Eq.KEY:Tg CO2 Eq.=teragrams of carbon dioxide equivalent.Teragram=1 million metric tons.NOTES:Percents may not add to 100 due to rounding.Does not include international bunker fuels.SOURCES:U.S.Environmental Protection Agency,Inventory of U.S.Greenhouse Gas Emissions and Sinks:19902020 Report Tables,available at https:/www.epa.gov/greenvehicles/fast-facts-transportation-greenhouse-gas-emissions,Fast Facts:U.S.Transportation Sector GHG Emissions,as of May 2022.54Pocket Guide to Transportation7-6 Highway Vehicle Air Pollutant Emissions:20022021KEY:PM=particulate matters;PM-10=airborne particulates of less than 10 microns;PM-2.5=airborne particulates of less than 2.5 microns.NOTES:Indices are calculated using data on highway vehicle emissions only.Par-ticulate matters is without condensibles.SOURCE:As cited in U.S.Department of Transportation,Bureau of Transportation Statistics,National Transportation Statistics,tables 4-45 through 4-50,available at www.bts.gov/nts as of October 2022.55Environment7-7 Fuel Economy of Light-Duty Vehicles:19902020KEY:CAFE=Corporate Average Fuel Economy;EPA=Environmental Protection Agency.NOTES:New fleet data and CAFE standards are for vehicle model years.On-road fleet data include passenger cars and light trucks and are estimated using average miles traveled per gallon of fuel consumed for each calendar year.SOURCE:As cited in U.S.Department of Transportation,Bureau of Trans-portation Statistics,National Transportation Statistics,table 4-23,available at www.bts.gov/nts as of October 2022.56Pocket Guide to Transportation7-8 Sales of Hybrid,Plug-in Hybrid,and Battery Electric Vehicles:20002021KEY:BEV=Battery electric-only vehicles,HEV=Hybrid electric vehicle,PHEV=Plug-in hybrid electric vehicle.SOURCE:Oak Ridge National Laboratory,Transportation Energy Data Book,Annual Issues,available at tedb.ornl.gov as of May 2022.57Environment7-9 Alternative Fuel Vehicles by Fuel Type,Large Trucks and Buses:20002017NOTES:aIncludes compressed natural gas(CNG)and liquified natural gas(LNG).Includes the total number of heavy duty vehicles that were manufac-tured or converted by vehicle suppliers(companies or organizations)in the associated calendar year.bFlex fuel/ethanol vehicles are capable of running on E85,unblended gasoline,or any ethanol-gasoline blends in between.cExcludes gasoline-electric and diesel-electric hybrids.SOURCE:U.S.Department of Energy,Energy Information Administration,Alternative Fuel Vehicle Data,Supplier Database,available at www.eia.gov/renewable/afv/as of October 2022.58Pocket Guide to TransportationGlossaryAir carrier:Certificated provider of scheduled and nonscheduled services.Alternative fueled vehicle:A vehicle designed to operate on an alternative fuel(e.g.,compressed natural gas,propane,electricity).The vehicle can be either a dedicated vehicle designed to operate exclusively on alternative fuel or a non-dedicated vehicle designed to operate on alternative fuel and/or traditional fuel.Chained dollars:A method of adjusting to real dollar amounts to account for both changes in price-levels and the composition of output over time.This is completed by using a chain-weighted type index,or average weights in successive time periods,to get a comparable time series of data.Class I railroad:Railroads earning adjusted annual operating revenues for three consecutive years of$250,000,000 or more,based on 1991 dollars with an adjustment factor applied to subsequent years.Commuter rail:Urban/suburban passenger train service for short-distance travel between a central city and adjacent suburbs run on tracks of a traditional railroad system.Does not include heavy or light rail transit service.Demand response transit:A nonfixed-route,nonfixed-schedule form of transportation that operates in response to calls from passengers or their agents to the transit operator or dispatcher.Directional route-miles:The sum of the mileage in each direction over which transit vehicles travel while in revenue service.Enplanements:Total number of revenue passengers boarding aircraft.For-hire:Refers to a vehicle operated on behalf of or by a company that provides services to external customers for a fee.It is distinguished from private transportation services,in which a firm transports its own freight and does not offer its transportation services to other shippers.General aviation:Civil aviation operations other than those air carriers holding a Certificate of Public Convenience and Necessity.Types of aircraft used in general aviation range from corporate,multiengine jets piloted by a professional crew to amateur-built,single-engine,piston-driven,acrobatic planes.Gross domestic product:The total value of goods and services produced by labor and property located in the United States.As long as the labor and property are located in the United States,the suppliers may be either U.S.residents or residents of foreign countries.59GlossaryHeavy-rail transit:High-speed transit rail operated on rights-of-way that exclude all other vehicles and pedestrians.Hybrid electric vehicle:Hybrid electric vehicles combine features of internal combustion engines and electric motors.Unlike 100%electric vehicles,hybrid vehicles do not need to be plugged into an external source of electricity to be recharged.Most hybrid vehicles operate on gasoline.International Roughness Index(IRI):A scale for pavement roughness based on the simulated response of a generic motor vehicle to the roughness in a single wheel path of the road surface.Lane-miles:One mile of one lane of road.Light-duty vehicle:Includes passenger cars,light trucks,vans,pickup trucks,and sport/utility vehicles regardless of wheelbase.Light-rail transit:Urban transit rail operated on a reserved right-of-way that may be crossed by roads used by motor vehicles and pedestrians.Nominal dollars:A market value that does not take inflation into account and reflects prices and quantities that were current during the period being measured.Nonself-propelled vessels:Includes dry cargo,tank barges,and railroad car floats that operate in U.S.ports and waterways.Oceangoing vessels:Includes U.S.flag,privately owned merchant fleet of oceangoing,self-propelled,cargo-carrying vessels of 1,000 gross tons or greater.Particulates:Carbon particles formed by partial oxidation and reduction of hydrocarbon fuel.Also included are trace quantities of metal oxides and nitrides originating from engine wear,component degradation,and inorganic fuel additives.Passenger-mile:One passenger transported one mile.For example,1 vehicle traveling 3 miles carrying 5 passengers generates 15 passenger-miles.Personal communication:Involves contacting the source for data if not publicly available.Plug-in hybrid electric vehicles:Plug-in hybrids use the electric battery as the primary energy source by relying on battery power for propulsion for a limited range(1540 miles)before switching to internal combustion propulsion(thus reducing gasoline consumption).Reliever airports:Airports designated by the Federal Aviation Administration to relieve congestion at commercial service airports and to provide improved general aviation access to the overall community.60Pocket Guide to TransportationSeasonally adjusted:Measures the real differences in data trends by adjusting for seasonal factors,such as the change in the number of days,weekends,holidays,or other seasonal activity in a month,such as vacation travel.Self-propelled vessels:Includes dry cargo vessels,tankers,and offshore supply vessels,tugboats,pushboats,and passenger vessels,such as excursion/sightseeing boats,combination passenger and dry cargo vessels,and ferries.Short ton:A unit of weight equal to 2,000 pounds.Structurally deficient:Structural deficiencies are characterized by deteriorated conditions of significant bridge elements and reduced load-carrying capacity.Real dollars:A method of adjusting nominal dollars to account for price level changes over time.It reflects purchasing power in a given period.Tg CO2 Eq.:Teragrams of carbon dioxide equivalent,a metric measure used to compare the emissions from various greenhouse gases based on their global warming potential.Ton-mile:A unit of measure equal to movement of 1 ton over 1 mile.Transportation Services Index:BTS monthly measure indicating the relative change in the volume of services over time performed by the for-hire transportation sector.Change is shown relative to a base year,which is given a value of 100.The TSI covers the activities of for-hire freight carriers,for-hire passenger carriers,and a combination of the two.See www.bts.gov for a detailed explanation.Transportation Services Index Combined:The combined Transportation Services Index(TSI)includes available data on freight traffic,as well as passenger travel,that have been weighted to yield a monthly measure of transportation services output.Transportation Services Index Freight:The freight TSI measures the output of the for-hire freight transportation industry and consists of data from for-hire trucking,rail,inland waterways,pipelines,and air freight.Transportation Services Index Passenger:The passenger TSI includes local transit,intercity passenger rail,and passenger air transportation,which have been weighted to yield a monthly measure of transportation services output.Unlinked passenger trip:The number of passengers who board public transportation vehicles.Passengers are counted each time they board vehicles no matter how many vehicles they use to travel from their origin to their destination.Vehicle-mile:One vehicle traveling 1 mile.Statistics published in this Pocket Guide to Transportation come from many different sources.Some statistics are based on samples and are subject to sampling variability.Statistics may also be subject to omissions and errors in reporting,recording,and processing.Photos provided by Adobe and BTS Stock PhotosPrinted on paper containing recycled post consumer waste paper.INFRASTRUCTUREMOVING PEOPLEMOVING GOODSSAFETYPERFORMANCEECONOMYENVIRONMENTGLOSSARYMAJOR TRENDS
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EUROPEAN VEHICLE MARKET STATISTICS Pocketbook 2024/25Table of contents1Introduction 22 Number of vehicles 83 Fuel consumption&tailpipe emissions 204 Technologies&key parameters 28 Annex Tables 43 Remarks on data sources 84 List of figures 85 References 88 Abbreviations 8923EUROPEAN VEHICLE MARKET STATISTICS 2024/251INTRODUCTIONThe 2024/25 edition of European Vehicle Market Statistics offers a statistical portrait of passenger car,light commercial,and heavy-duty vehicle fleets in the European Union(EU)from 2001 to 2023.It is focused on new vehicle registrations,technologies,fuel consumption,and tailpipe emissions.The first few pages are a concise overview of the data in subsequent chapters and summarize the latest regulatory developments in the European Union.More comprehensive tables are included in the Annex,along with information on sources.Number of vehiclesThe year 2023 saw the first rise in new car registrations across all Member States in the European Union since 2019.About 10.6 million new cars were registered in the 27 Member States in 2023,14%more than in 2022.While sales in the Mini segment stag-nated,the sport utility vehicle(SUV)/off-road vehicle segment remained the market leader;these were 48%of new registrations in 2023,followed by the Lower medium segment(19%).Looking at commercial vehicles,battery electric technology is advancing steadily and made up 40%of buses and 10%of the light and medium commercial vehicles sold in 2023.In contrast,the electrification of heavy trucks and coaches remains nascent,with just 1%of the market or less in 2023(Fig 1-1).Fuel consumption&tailpipe emissionsThe official level of average carbon dioxide (CO2)emissions from new passenger cars registered in the EU-27,as measured in the laboratory via the Worldwide harmonized Light vehicles Test Procedure(WLTP),decreased marginally in 2023 to 108 g/km,2 g/km lower than in 2022.With the introduction of the fleet-average CO2 target of 95 g/km using the New European Driving Cycle(NEDC)in 2020,new car emission levels fell at the unprecedent rate of more than 1 g/km per month in 2020 and 2021.However,since 2022,this rate of CO2 reduction has been slowing down.According to preliminary data published by the European Environment Agency(EEA),all manufacturing groups nevertheless complied with their respective 2023 CO2 targets.Fig.1-1Sales of new commercial vehicles by powertrain,2023 Sales of heavy duty vehicles by powertrain,2023Heavy trucksHeavy trucksDiesel 96.2%Natural gas 2.6ttery electric 1.2%Light and medium commercial vehicles*Light and medium commercial vehicles*Diesel 88%Natural gas 2ttery electric 10%BusesBusesDiesel incl.hybrid 49%Natural gas 11ttery electric 40%CoachesCoachesDiesel 89%Natural gas 11ttery electric 3.5 t(4%)EU-2712.3 millionvehicles2Number of vehicles1617EUROPEAN VEHICLE MARKET STATISTICS 2024/25Fig.2-10Top-selling passenger car models in EU-27,2023Fig.2-11Top-selling light commercial vehicle models in EU-27,2023Model/New registrations numbers and market share,EU-27Toyota Yaris285,420/2.70,060/1.8%Peugeot 208178,774/1.7%VW T-Roc17.9%Top-selling models50.2%Top-selling models82.1%all other models49.8%all other modelsModel/New registrations numbers and market share,EU-27Ford Transit137,742/11.4Q,434/4.2%Peugeot PartnerRenault Clio207,752/2.03,977/2.1cia Sandero48,292/4.0%Fiat DucatoVW Transporter48,942/4.09,069/3.2%Mercedes-Benz VitoMercedes-Benz Sprinter66,450/5.5H,623/4.0%Citron BerlingoRenault Trafic58,537/4.8,046/3.3%Renault Express69,720/5.7%Renault MasterVW Golf152,749/1.5%Fiat 500147,507/1.48,256/1.4cia DusterTesla Model Y187,312/1.8%2Number of vehicles146,554/1.4%Citron C3Variants of the same model have been grouped together1819EUROPEAN VEHICLE MARKET STATISTICS 2024/25Fig.2-12Trucks and buses over 3.5 tons:New registrations by countryFig.2-14Trucks over 7.5 tons:Categories covered and not covered by adopted CO2 standards,2023Fig.2-13Trucks and buses over 3.5 tons:New registrations by vehicle typeFig.2-15Trucks over 7.5 tons:New registra-tions by manu-facturer in the segments covered and not covered by adopted CO2 standards,2023Data source:ACEA;data until 2007 is for EU-25 onlyData source:ACEA;data until 2007 is for EU-25 only,distribution of buses below and above 16 tonnes for 2018 is estimated2003 2010 20202015New registrations(millions)OthersNetherlandsBelgium Spain Italy France PolandGermany 0 10 20 30 40 50 60 70 80 90 100 00.10.20.30.40.5Market share EU-27in 2023(%)2003 2010 20202015New registrations(millions)0 10 20 30 40 50 60 70 80 90 100 Market share EU-27 in 2023(%)00.10.20.30.40.5Buses 16 tons Buses 16 tons Trucks 16 t52%3 axles,16 t5%Unregulated 8%Regulated92%Regulated 2 axles 7.516 t10%4 axles,16 t5%2 axles,16 t18%2 axles,16 t67%4 axles,16 t13%2 axles 7.516 t11%3 axles,16 t19%Volkswagen28%Others 21imler20%Iveco 7%Volvo 20%Volkswagen28imler20%Others 4%UnregulatedRegulated DAF 4%Iveco 9%Volvo 25F 14%2Number of vehicles(Rounded values)(Rounded values)2021EUROPEAN VEHICLE MARKET STATISTICS 2024/25CO2Depreciatedgross vehicleprice52.2Y.2%3.2.0.6%Chargerinstallation3.8%Electricity20.3%Maintenance and insurance23.5%For most electric vehicle drivers,a smaller battery,with an electric range of around 250 km is fully sufficient.A rural commuter for example,can easily fulfill their daily commute without any charging stops,with a battery of this size.For the occasional leisure long-distance trip,a larger battery(500 km range)can reduce the average number of stops from 5 to 2.However,at the same time,energy consumption increases by 8%,CO2 by 15%and costs by 20%.This equates to increased costs of over 1300 per year for the driver,primarily due to the increased gross price of the vehicle.Costs and benefits of doubling driving range for a battery electric vehicle,estimated for an average rural commuter*Total cost of ownership for a battery electric vehicle,estimated for an average rural commuter*Smaller battery250 km electric rangeSmaller battery250 km electric rangeLarger battery500 km electric rangeLarger battery500 km electric rangeEnergy consumption kWh/100 kmLife-cycle green house gas emissions gCO2eq/kmTotal cost of ownership/100 km 20% 15% 8%En-route charge stops per commute dayEn-route charge stops per leisure longdistance(750 km)trip dayValues shown are rounded Data source:https:/t1p.de/htlkh*Generic rural user type driving 16,000 km/year,34km round trip commuting distance 5 days per week,and 7 leisure long-distance trip days per year0519924102211064941/100 km49/100 km3 FUEL CONSUMPTION&TAILPIPE EMISSIONS2223EUROPEAN VEHICLE MARKET STATISTICS 2024/25The fleet-average CO2 emissions of newly registered cars in the European Union was roughly 108 g/km in 2023,down from 110 g/km in 2022(Fig.3-1).Emission levels varied widely among Member States,with Spain at a fleet-wide average of 117 g/km and Sweden at 62 g/km in 2023(Fig.3-3).Italy was the only major market to exceed the 2023 average WLTP CO2 emissions target of 119 g/km.Meanwhile,average CO2 emissions in Finland,Sweden,the Netherlands,and Denmark have already fallen well below the WLTP fleet-wide target for 2025.In 2023,manufacturers were required to meet an average CO2 target of 119 g/km,with the individual targets dependent on the average vehicle weight of a manufacturers fleet.Tesla(0 g/km)had the lowest fleet-average CO2 emissions level of any brand sold in the European Union in 2023.On the other end of the spectrum,Audi(125 g/km)continued to have one of the highest emission levels(Fig.3-4).While the average CO2 emission levels for new cars in the European Union,as assessed by the official test procedure,have decreased by about 47%since 2001,vehicle weight has increased by 21%and engine power has increased by 56%(Fig.3-6).These trends can be largely attributed to increasing shares of electric vehicles.3Fuel consumption&tailpipe emissionsFig.3-2Passenger cars:CO2 emissions and market share by brand,2023Fig.3-1Passenger cars:CO2 emissions and market share by country,20232023average target 2025average target 2023 average Average CO2 emissions(g/km,WLTP)01020 30405060708090100Cumulative market share,EU-27(%)080604020100120140160180VolvoMGFiatCitronToyotaMiniDSPeugeotOpel/VauxhallCupraKiaDaciaJeepHyundaiBMWLexusPorscheTeslaFordkodaVWSuzukiAlfa RomeoLand RoverAudiSEATMazdaNissanMercedes-BenzLanciaRenaultOthersAverage CO2 emissions(g/km,WLTP)01020 30405060708090100Cumulative market share,EU-27(%)2023 average target 2025average target 2023 average80706090100110120130140AustriaItalyDenmarkIrelandPortugalFranceNetherlandsBelgiumSwedenFinlandSpainGreeceGermanyLuxembourgEU-12/132425EUROPEAN VEHICLE MARKET STATISTICS 2024/25Fig.3-3Passenger cars:CO2 emissions by countryFig.3-4Passenger cars:CO2 emissions by brandSwedenAverage CO2 emissions(g/km,NEDC until 2020,WLTP since 2020)Netherlands EU-27Germany60801001201401601802002001 2005 2010 20202015Spain AustriaItaly France Belgium2025 average target(WLTP)2023 average target(WLTP)Average CO2 emissions(g/km,NEDC until 2020,WLTP since 2020)All brands Mercedes-Benz Opel/VauxhallCitron Fiat Peugeot Ford Renault VW 80100120140160180200220BMW Audi 2001 2005 2010 202020152025 average target(WLTP)2023 average target(WLTP)Average CO2 emissions(g/km,NEDC until 2020,WLTP since 2020)Diesel(PC)Hybrid-electric(PC)Gasoline(PC)All(PC)All(LCV)801001201401601802202002001 2005 2010 202020152025 average LCV target(WLTP)2023 average LCV target(WLTP)2023 average PC target(WLTP)2025 average PC target(WLTP)Fig.3-6Passenger cars:CO2 emissions and technical parametersFig.3-5Passenger cars and light commer-cial vehicles:CO2 emissions by engine technologyAll passenger cars(2001=100%)CO2 Weight Engine power Engine displacement 60507080901001101601501401301202001 2005 2010 202020153Fuel consumption&tailpipe emissions2627EUROPEAN VEHICLE MARKET STATISTICS 2024/25Fig.3-7Light commercial vehicles:CO2 emissions by countryAverage CO2 emissions(g/km,NEDC until 2020,WLTP since 2020)France Italy Spain Netherlands EU-27GermanySweden140130150160170180190200210220200920202015AustriaBelgium2025 average target 2023 average target Fig.3-9Passenger cars:CO2 emissions versus vehicle massFig.3-10Passenger cars:CO2 emissions versus engine powerAverage CO2 emissions(g/km)Average mass in running order(kg)1,250 1,300 1,350 1,400 1,5501,5001,450 120100901101301401501601701802001YearNEDCWLTP201120122013201420152016201720182019201920202020202120222023200920082007200620022010200520032004Average CO2 emissions(g/km)707580859095100120115110105Average engine power(kW)1001101301401501601801709012020192021202220232020WLTP2012201620172018201920132009200820072001Year2005200320102006200220112004202020142015NEDCFig.3-8Light commercial vehicles:CO2 emissions by brandAverage CO2 emissions(g/km,NEDC until 2020,WLTP since 2020)All brands Mercedes-Benz Citron Fiat Ford Renault VW IvecoNissan 120140160180200220240300260280Peugeot Opel/Vauxhall2009202020152025 average target 2023 average target 3Fuel consumption&tailpipe emissions2829EUROPEAN VEHICLE MARKET STATISTICS 2024/254 TECHNOLOGIES&KEY PARAMETERSTop-selling battery electric passenger car models sold in Europe,China,the United States and India in 2023EuropeChinaUnited StatesIndiaData sources:China:China EV100,ZEDATA;Europe:Dataforce,MarkLines,United States:Atlas Public Policy;India:Segment YWhile sales of the top selling models for all drive trains made up only 18%of the European market,the top 10 EV models made up 24%of all EV sales in Europe in 2023,27%in China,58%in the United States and even 93%in India.Looking at individual models,sales of the Tata Tiago made up over 38%of the EV sales in India,while the Tesla Model Y made up nearly 25%of EV sales in the United States in 2023.For com-parison,the most popular vehicle in Europe in 2023,the Toyota Yaris,made up just 3%of total sales.Electric vehicle size also varied by global region.For example,9 out of 10 of the top EVs in India were smaller than the European average.4.8 mAverage length 4.5 mMarket share4.2 m3.8 mTop-selling models:24.1%Top-selling models:58.0%Top-selling models:92.8%Top-selling models:27.2%All other models:75.9%All other models:42.0%All other models:7.2%All other models:72.8%Tesla Model 32.7%BYD Dolphin3.4%Tesla Model 315.5%Tata Motors Nexon18.5%VW ID.42.3%BYD Yuan Plus 3.4%Ford Mustang Mach-E 2.9%MG Comet 7.1%VW ID.31.7%Wuling(SAIC)BinGuo1.9%Rivian R1S BEV1.9%Tata Motors Xpres-T4.5%Audi Q4 e-tron1.6%Aion S1.8%Tesla Model X1.9%Stellantis Citroen e-C32.3%SAIC MG 41.6%Tesla Model 31.8%Ford F-150 Lightning 1.7%BYD Atto 32.1%Peugeot 2081.4%Changan Lumin1.7%GM Chevrolet Bolt1.6%PMV Electric Eas-E1.8%koda Enyaq iV2.2%Wuling(SAIC)Hongguang Mini2.8%GM Chevrolet Bolt EUV2.8%Tata Motors Tigor6.5%Fiat 500e1.9%BYD Seagull2.6%VW ID.42.7%Mahindra XUV4006.1cia Spring Electric1.9%Aion Y2.4%Hyundai Ioniq 52.4%MG ZS 5.5%Tesla Model Y6.8%Tesla Model Y5.4%Tesla Model Y24.5%Tata Motors Tiago38.4031EUROPEAN VEHICLE MARKET STATISTICS 2024/25The decline of diesel technology in the European Union continued in 2023,when its market share of new vehicles fell to 18%,down from 53%in 2014.(Fig.4-1).This trend is consistent for all brands(Fig.4-6).Meanwhile,hybrid electric vehicles(HEVs)continued a steady ascent in most countries in 2023,climbing to over 9%of new vehicles sold in the EU-27.Sales of HEVs were particularly strong in Ireland,where they reached a 17%share in 2023(Fig.4-2).The market continues to be dominated by Toyota,which produced 75%of the HEVs in 2023 (Fig.4-7).In 2023,BEVs were nearly 15%( 3 percentage points from 2022)of all new car sales in the European Union,and PHEVs made up another 8%.Uptake of PHEVs varied strongly by country,and while they were particularly popular in Sweden,Finland,and Belgium,shares in Sweden once again fell compared with the previous year,dropping roughly 2 percentage points.The Volvo brand continued to have the highest share of PHEVs in 2023,35%(Fig.4-3,Fig.4-8).Sales of BEVs continued to climb in Sweden,Denmark,and the Netherlands,jumping to 39%,36%,and 31%market shares,respectively.With respect to manufacturers of BEVs,Fiat and BMW both sold the highest shares of BEVs in 2023,18%for each(Fig.4-4,Fig.4-9).For light commercial vehicles,the EU market share of BEVs increased to nearly 7%while the share of diesel dropped 3 percentage points(Fig.4-12).The average engine power of new passenger cars in the European Union also increased in 2023,to 115 kW,and that is 56%more than in 2001.Vehicles in Sweden,with an average engine power value of 166 kW,were also the heaviest,averaging 1,836 kg.In contrast,Italys vehicles had an average engine power of 93 kW and weight of 1,408 kg(Fig.4-13,Fig.4-16).Since September 2014,pre Real Driving Emissions(RDE)-Euro 6 emission limits applied to new vehicle type-approvals,and since September 2015,they have been mandatory for all new vehicle sales(Tab.4-1).The RDE on-road test procedure,introduced in two steps over a multi-year period beginning in September 2017,applies not-to-exceed(NTE)emission limits for nitrogen oxides(NOx)and particu-lates(Tab.4-2).The Euro 6e regulation took effect in September 2023.(Tab.4-3).Fig.4-1Passenger cars:Market share of diesel vehicles by countryFig.4-2Passenger cars:Market share of hybrid electric vehicles(excl.plug-in hybrid)by countryEU-27Austria NetherlandsBelgium Spain Italy France SwedenGermany 0 10 20 30 40 50 60 70 80 90 100 Market share,diesel vehicles(%)2001 2005 2010 20202015EU-27NetherlandsSwedenGreeceIrelandBelgium Spain EU-12/13Italy France Germany Market share,hybrid electric vehicles(%)0246810161814122001 2005 2010 202020154Technologies&key parameters3233EUROPEAN VEHICLE MARKET STATISTICS 2024/25Fig.4-3Passenger cars:Market share of plug-in hybrid electric vehicles by countryFig.4-6Passenger cars:Market share of diesel vehicles by brand0102030405060708090100Market share,diesel vehicles(%)Mercedes-Benz BMW Audi Opel/Vauxhall ToyotaCitron Fiat Peugeot Ford Renault VW All brands2001 2005 2010 20202015Fig.4-4Passenger cars:Market share of battery electric vehicles by countryFig.4-5Passenger cars:Market share of natural gas and petroleum gas vehicles(mono-and bivalent)by countryEU-27 Italy EU-12/13 PortugalGreece0 5 10 15 20 25 Market share,natural gas and petroleum gas vehicles(%)2001 2005 2010 20202015France EU-27 NetherlandsBelgium PortugalFinnlandSwedenSpain Italy France Germany Market share,plug-in hybrid electric vehicles(%)2012 2016201720182019 2020 20212022 2023201420152013051030252015EU-12/13EU-27NetherlandsNetherlandsBelgium SwedenSpain Italy France AustriaGermany Market share,battery electric vehicles(%)2012 202020232022202120182019201620172014201320150510152040352530DenmarkEU-12/134Technologies&key parameters3435EUROPEAN VEHICLE MARKET STATISTICS 2024/25Fig.4-8Passenger cars:Market share of plug-in hybrid electric vehicles by brandMercedes-Benz BMW Audi Opel/VauxhallCitron Fiat Peugeot Ford Renault VW All brands0486212101614222018Market share,natural gas and petroleum gas vehicles(%)2001 2005 2010 20202015Fig.4-7Passenger cars:Market share of hybrid electric vehicles(excl.plug-in hybrid)by brandFig.4-9Passenger cars:Market share of battery electric vehicles by brandFig.4-10Passenger cars:Market share of natural gas and petroleum gas vehicles(mono-and bivalent)by brandMarket share,plug-in hybrid electric vehicles(%)VolvoMercedes-Benz BMW Audi Opel/Vauxhall Citron Fiat Peugeot Ford Renault VW All brands05102040351530252012 20202023202220212019201820172016201520142013Market share,battery electric vehicles(%)Mercedes-Benz BMW Audi Opel/Vauxhall Citron Fiat Peugeot Renault Ford 0VW All brands26810122018161442012 20202023202220212019201820172016201520142013Mercedes-Benz BMW Audi Opel/Vauxhall Citron Fiat Peugeot Ford Renault VW ToyotaAll brandsMarket share,hybrid electric vehicles(%)010206070804050302001 2005 2010 202020154Technologies&key parameters3637EUROPEAN VEHICLE MARKET STATISTICS 2024/25Fig.4-11Passenger cars:Market share of diesel vehicles by segmentFig.4-13Passenger cars:Engine power by countryFig.4-14Passenger cars:Engine power by brandFig.4-12Light commercial vehicles:Market share of fuels by country,2023Engine power(kW)EU-27Spain BelgiumAustriaItaly NetherlandsFrance Germany 607010080901101701601501401301202001 2005 2010 20202015SwedenDiesel84%9%3%3%6%1%8%Gasoline8%Natural gas/LPG1ttery electric7%EU-271.4 millionnew registrationsGermany0.3 millionnew registrationsItaly0.2 millionnew registrationsMarket share,diesel vehicles(%)0102030405060708090100SUV/of-road Van Sport Luxury Upper medium Medium Lower medium All segmentsSmall Mini 2001 2005 2010 202020154Technologies&key parametersMercedes-Benz BMW Audi Opel/VauxhallCitron Fiat Peugeot Ford VW All brandsRenault Engine power(kW)50 60 70 80 90 100 110 120 130 140 170 150 160 2001 2005 2010 20202015(Rounded values)3839EUROPEAN VEHICLE MARKET STATISTICS 2024/25Fig.4-17Passenger cars:Vehicle mass in running order by brandFig.4-18Passenger cars:Vehicle mass in running order by segmentFig.4-15Passenger cars:Engine power by segmentFig.4-16Passenger cars:Vehicle mass in running order by countryEngine power(kW)SUV/Of-road Van Sport Luxury Upper medium Medium Lower medium All segmentsSmall Mini 0501001502002503002001 2005 2010 202020154Technologies&key parameters1,100 1,200 1,300 1,400 1,500 1,900 1,800 1,700 1,600 Mass in running order(kg)EU-27AustriaBelgiumSpain Italy NetherlandsFrance SwedenGermany 2001 2005 2010 20202015EU-12/13Mass in running order(kg)1,000 1,100 1,200 1,300 1,400 1,500 1,600 1,800 2,000 1,900 1,700 Mercedes-Benz BMW Audi Opel/Vauxhall Citron Fiat Peugeot Ford Renault VW All brands2001 2005 2010 20202015Mass in running order(kg)800 1,000 1,200 1,400 1,600 1,800 2,000 2,400 2,200 SUV/Of-road Van Sport Luxury Upper medium Medium Lower medium All segmentsSmall Mini 2001 2005 2010 202020154041EUROPEAN VEHICLE MARKET STATISTICS 2024/254Technologies&key parametersTab.4-1EU emission limits for gasoline and diesel passenger carsTab.4-3Timeline for introduction of Euro 6e emission standardTab.4-2RDE timeline and conformity factorsEU emission limits for gasoline passenger cars(in g/km)Effective date*CO HC NMHC NOx HC NOx PM PNEuro 3 Jan 2000 2.30 0.20 0.15 Euro 4 Jan 2005 1.00 0.10 0.08 Euro 5 Sep 2009 1.00 0.10 0.068 0.06 0.0050 Euro 6 Sep 2014 1.00 0.10 0.068 0.06 0.0050 6.0 x1011*EU emission limits for diesel passenger cars(in g/km)Effective date*CO HC NMHC NOx HC NOx PM PNEuro 3 Jan 2000 0.64 0.50 0.56 0.0500 Euro 4 Jan 2005 0.50 0.25 0.30 0.0250 Euro 5 Sep 2009 0.50 0.18 0.23 0.0050 Euro 6 Sep 2014 0.50 0.08 0.17 0.0050 6.0 x1011*For new vehicle types*6.01012 within first three years from Euro 6 effective dates.Applies only to diesel and direct-injection gasoline cars.Emission limits for light commercial(N1)vehicles class I are identical to passenger car limits listed in Tab.5-1.N1 class II and N1 class III emission limits are not listed here.All emission levels as tested in the New European Drive Cycle(NEDC).Emissions levels in real-world driving may differ from the test cycle values.CO:Carbon monoxide;HC:Hydrocarbon;NMHC:Nonmethane hydrocarbon;NOx:Nitrogen oxides;HC NOx:Hydrocarbon and nitrogen oxides;PM:Particulate matter;PN:Particulate numberhttps:/Implementation of the Real Driving Emissions(RDE)on-road test procedureVehicle class Euro 6d-TEMP Euro 6d New types Sep 1st 2017 Jan 1st 2020 All vehicles Sep 1st 2019 Jan 1st 2021 New types Sep 1st 2018 Jan 1st 2021 All vehicles Sep 1st 2020 Jan 1st 2022Not-to-exceed(NTE)emission limits of an RDE test result for the entire trip and the urban part alone NTEpollutant=CFpollutant EURO 6pollutant limitConformity Factor(CF)Pollutant Mass of oxides of Number of Mass of carbon nitrogen(NOx)particles(PN)monoxide(CO)Temporary CF 1 margin PN,no on-road limit/Euro 6d-TEMP with margin=0.5 only measuredFinal CF 1 margin,1 margin PN,no on-road limit/Euro 6d with margin=0.43 with margin=0.5 only measuredPEMS margin no on-road limit/Euro 6e only measuredPassenger cars(M1)and smalllight commercial vehicles(N1 CL 1)Other light commercialvehicles(N1 CL 2,3 and N2)2.11.11.34Implementation of the Euro 6e standard for new vehiclesEuro 6eEuro 6e-bisEuro 6e-bis-FCMApplies to all category M1,N1 and N2 vehicles covered by the light-duty vehicle regulationNew type approvals1.9.20231.1.20251.1.2027Applies to all category M1,N1 and N2 vehicles covered by the light-duty vehicle regulationNew vehicles1.9.20241.1.20261.1.202843Annex42EUROPEAN VEHICLE MARKET STATISTICS 2024/252023Passenger carsCO2 WLTP g/kmEU-27 10,584,262 100 17 9.5 8.0 14.7 3.0 115 1544 1540 108Germany 2,764,496 26 22 3.4 6.3 18.9 0.5 134 1724 1632 113France 1,889,380 18 12 14.3 8.7 16.4 3.4 101 1395 1449 97Italy 1,564,087 15 22 10.1 4.4 4.2 9.2 93 1416 1408 120EU-12/13 1,258,834 12 18 13.4 5.2 5.0 3.5 113 1635 1531 131Spain 973,888 9 18 13.9 6.4 5.7 2.7 100 1475 1467 117Belgium 477,107 5 9 7.6 21.1 19.6 0.7 125 1523 1651 85Netherlands 364,726 3 0 10.8 12.7 31.1 0.6 123 1420 1587 74Sweden 294,538 3 7 8.7 21.3 38.6 0.7 166 1743 1836 63Austria 238,491 2 25 5.7 7.1 20.0 0 106 1633 1624 104Portugal 197,981 2 14 5.5 13.7 18.4 5.7 110 1365 1518 90Denmark 172,781 2 8 4.7 10.0 36.2 0 150 1530 1705 74Greece 134,034 1 14 10.5 6.6 4.7 2.8 93 1351 1360 113Ireland 119,829 1 24 17.1 9.3 18.8 0 106 1568 1574 98Finland 85,139 1 3 15.7 21.2 34.5 0.5 123 1634 1750 61Luxembourg 48,951 0 20 4.4 9.8 22.8 0.1 124 1794 1667 107Norway 126,858 2 6.0 8.0 82.4 0 154 1988 2019 15Iceland 17,361 14 9.2 10.0 50.3 0 178 1760 1859 62VW 1,146,205 12 25 0 3.3 14.7 0.2 108 1501 1536 116Toyota 713,176 8 3 75.4 3.4 2.5 0.1 84 1679 1390 109Renault 661,126 7 10 25.7 1.8 10.9 6.7 84 1287 1405 107BMW 595,159 6 33 0 17.0 19.1 0 170 2138 1897 104koda 589,972 6 31 0 2.7 11.1 0.4 107 1525 1498 116Mercedes-Benz 589,419 6 40 0 20.5 14.3 0 157 1941 1956 114Peugeot 588,662 6 23 0.1 7.9 12.1 0 91 1317 1390 106Audi 576,763 6 34 0 10.3 13.2 0.1 150 1884 1745 124Dacia 529,033 6 9 1.9 0.1 11.2 38.1 73 1092 1246 111Kia 451,294 5 7 9.6 10.5 13.1 2.4 105 1382 1477 102Hyundai 444,566 5 5 16.5 5.5 15.0 1.1 104 1355 1466 107Ford 390,379 4 16 7.9 12.0 4.5 0.4 107 1503 1580 118Opel/Vauxhall 352,884 4 13 0 4.6 15.1 0 86 1274 1337 103Citron 340,411 4 20 0 5.5 7.2 0 84 1290 1311 115Fiat 333,872 4 7 0 0.2 18.4 2.3 64 1065 1171 93Tesla 308,404 3 0 0 0 100 0 253 1992 0Volvo 230,523 2 18 0 34.3 26.4 0 169 1896 1995 75SEAT 209,350 2 15 0 2.6 0.2 0.9 90 1281 1328 129Nissan 202,931 2 1 40.1 0.4 10.1 0.5 107 1364 1549 120Diesel%Full hybrid(excl.plug-in hybrid)%Plug-in hybridttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Engine power KWEngine size ccmMass in running order kgTotal new sales/registrationsTotal new sales/registrationsD45AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242021Passenger cars2022Passenger carsWheelbase mmWheelbase mmWheeltrack mmWheeltrack mmFootprint m2Footprint m2CO2 WLTP g/kmCO2 WLTP g/kmEU-27 9,731,899 100 23 6.6 9.0 9.2 2.8 102 1524 1481 2654 1552 4.1 116Germany 2,530,133 26 23 2.7 13.0 14.2 0.6 116 1697 1577 2690 1555 4.2 114France 1,777,878 18 25 8.5 8.1 9.5 2.6 87 1401 1393 2627 1537 4.0 109Italy 1,456,472 15 26 7.0 4.7 4.6 9.4 85 1390 1369 2579 1549 4.0 125EU-12/13 1,157,733 12 21 9.1 2.3 2.2 3.6 106 1564 1485 2675 1558 4.2 135Spain 908,448 9 28 10 4.5 2.8 1.7 96 1471 1436 2654 1555 4.1 127Belgium 383,785 4 24 5.0 14.0 5.9 0.8 108 1525 1525 2686 1564 4.2 117Netherlands 315,471 3 1 8.6 9.8 20.1 0.7 107 1403 1492 2651 1544 4.1 95Sweden 295,413 3 15 7.7 26.4 19.5 0.5 136 1706 1709 2732 1577 4.3 89Austria 239,040 2 30 3.4 6.2 14.1 0 100 1576 1543 2685 1553 4.2 116Denmark 180,711 2 13 4.7 20.9 13.6 0 111 1518 1551 2662 1548 4.1 93Portugal 146,135 2 24 4.7 10.8 9.2 2.4 97 1392 1432 2651 1552 4.1 107Ireland 104,339 1 36 14.1 7.7 8.3 0.3 101 1573 1504 2679 1561 4.2 113Greece 100,261 1 17 8.6 4.9 2.2 3.5 87 1338 1325 2595 1531 4.0 120Finland 95,129 1 8 14.8 21.2 10.7 1.0 106 1598 1585 2700 1570 4.2 98Luxembourg 40,951 0 30 2.6 10.3 11.6 0 124 1756 1599 2692 1568 4.2 124Norway 175,852 4 5.4 21.8 64.8 0 156 1941 1962 2765 1594 4.4 28Iceland 12,357 12 9.0 36.0 28.1 0 142 1796 1796 2723 1581 4.3 80VW 1,097,292 12 28 0 5.3 13.3 1.1 100 1501 1504 2660 1537 4.1 118Peugeot 692,144 8 37 0 7.0 9.0 0 87 1355 1371 2631 1549 4.1 110Renault 665,262 8 16 10.3 5.3 13.9 6.5 74 1287 1362 2630 1529 4.0 104Toyota 604,757 7 4 71.5 3.8 0.2 0.1 87 1731 1394 2620 1543 4.0 112BMW 544,414 6 42 0 20.8 7.2 0 147 2107 1783 2792 1598 4.5 120Mercedes-Benz 514,644 6 43 0.1 26.9 6.1 0 148 1922 1870 2862 1618 4.6 125koda 512,269 6 27 5.3 8.5 2.2 100 1460 1452 2657 1529 4.1 116Audi 461,024 5 38 0 14.8 9.5 0.5 142 1860 1736 2742 1580 4.3 124Hyundai 439,611 5 10 14.8 6.0 14.0 0.5 93 1357 1445 2632 1576 4.1 108Ford 427,669 5 26 3.8 10.5 4.7 0.6 107 1488 1561 2695 1577 4.2 121Citron 425,273 5 34 0 3.7 3.0 0 80 1310 1280 2620 1524 4.0 121Kia 413,230 5 12 5.6 11.6 11.7 3.6 91 1345 1426 2625 1554 4.1 107Fiat 397,952 4 12 0 0.8 10.3 3.7 62 1102 1192 2387 1454 3.5 113Opel/Vauxhall 395,579 4 23 0 2.5 8.5 0 84 1322 1330 2625 1532 4.0 115Dacia 390,601 4 19 0 0 7.1 34.6 70 1124 1258 2628 1524 4.0 119SEAT 280,781 3 15 0 6.6 3.1 4.9 92 1319 1348 2610 1518 4.0 122Volvo 231,488 3 25 0 40.6 5.8 0 153 1815 1931 2816 1631 4.6 111Nissan 180,127 2 7 0 0 14.7 1.0 97 1201 1391 2642 1555 4.1 121Suzuki 169,532 2 0 3.4 1.6 0 0 77 1315 1148 2493 1514 3.8 120EU-27 9,288,421 100 20 8.3 9.5 12.2 2.8 109 1542 1518 2668 1553 4.1 110Germany 2,570,962 28 21 2.9 14.1 18.3 0.7 130 1727 1631 2707 1562 4.2 106France 1,638,860 18 18 11.9 7.9 12.8 2.9 90 1405 1415 2635 1541 4.1 103Italy 1,312,625 14 24 9.3 5.1 3.7 9.7 88 1399 1387 2590 1529 4.0 119EU-12/13 1,116,044 12 18 11.1 2.6 3.7 3.5 111 1598 1506 2688 1562 4.2 134Spain 851,036 9 24 12.8 5.7 3.7 1.8 97 1480 1457 2661 1558 4.1 122Belgium 366,551 4 16 7.4 16.2 10.3 0.8 114 1519 1569 2697 1566 4.2 105Netherlands 305,886 3 1 11.2 11.2 23.7 0.7 110 1400 1530 2662 1551 4.1 86Sweden 283,664 3 10 8.9 22.8 34.5 0.7 150 1760 1788 2744 1584 4.3 68Austria 214,386 2 28 5.0 6.2 15.9 0 104 1602 1588 2704 1561 4.2 112Portugal 156,048 2 20 5.2 10.3 11.5 3.5 101 1375 1451 2656 1553 4.1 103Denmark 143,714 2 10 6.0 16.6 21.2 0 120 1511 1616 2683 1559 4.2 86Ireland 105,499 1 28 16.6 8.3 14.9 0.7 106 1559 1550 2690 1567 4.2 101Greece 105,231 1 17 10.6 5.2 2.7 3.5 90 1358 1347 2604 1534 4.0 118Finland 79,440 1 6 18.1 20.3 18.3 0.7 111 1618 1645 2714 1576 4.3 85Luxembourg 38,475 0 26 3.9 9.3 16.6 0.1 123 1771 1622 2697 1570 4.2 116Norway 174,106 3 5.8 9.3 79.4 0 146 1907 2041 2801 1606 4.5 18Iceland 16,528 16 9.0 22.6 33.6 0 156 1816 1833 2738 1586 4.3 76VW 1,029,522 12 25 0 4.9 13.5 0.6 105 1498 1528 2669 1540 4.1 118Toyota 656,636 8 4 73.0 2.5 0.6 0.1 84 1683 1381 2620 1546 4.0 112Peugeot 586,817 7 34 0 7.7 11.7 0 89 1353 1383 2636 1547 4.1 104Renault 562,803 7 12 19.2 2.7 15.8 5.6 78 1320 1393 2647 1534 4.1 102Mercedes-Benz 539,632 6 40 0.2 23.3 11.4 0 156 1922 1909 2873 1619 4.7 117BMW 516,228 6 36 0 20.8 13.9 0 161 2150 1861 2815 1605 4.5 109Audi 484,140 6 38 0 11.3 13.7 0.2 150 1892 1759 2747 1579 4.3 121koda 470,922 6 30 0 3.1 9.3 1.2 104 1489 1490 2671 1537 4.1 118Dacia 447,734 5 12 0 0 10.8 34.9 70 1098 1248 2645 1519 4.0 113Kia 432,536 5 5 8.4 13.3 12.6 2.3 99 1370 1470 2645 1563 4.1 101Hyundai 431,043 5 6 14.3 8.3 15.7 0.8 98 1356 1467 2644 1576 4.2 103Ford 406,216 5 21 6.6 12.1 5.0 0.3 108 1522 1566 2692 1569 4.2 116Citron 347,685 4 31 0 5.5 5.9 0 83 1326 1308 2630 1526 4.0 115Fiat 344,411 4 9 0 0 17.6 3.6 62 1080 1185 2364 1445 3.4 96Opel/Vauxhall 343,385 4 18 0 4.0 14.0 0 85 1306 1339 2611 1529 4.0 106Volvo 203,145 2 20 0 36.7 20.9 0 159 1843 1972 2805 1629 4.6 82SEAT 182,851 2 17 0 1.6 2.0 2.9 94 1319 1369 2620 1523 4.0 129Tesla 170,234 2 0 0 0 100 0 225 1986 2885 1614 4.7 0Nissan 160,964 2 1 6.4 0 14.3 1.5 100 1231 1418 2650 1563 4.1 119Diesel%Diesel%Full hybrid(excl.plug-in hybrid)%Full hybrid(excl.plug-in hybrid)%Plug-in hybrid%Plug-in hybridttery electric/fuel cellttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Natural gas(mono-/bivalent,incl.LPG)%Engine power KWEngine power KWEngine size ccmEngine size ccmMass in running order kgMass in running order kgTotal new sales/registrationsTotal new sales/registrationsTotal new sales/registrations%Total new sales/registrationsF47AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242020Passenger carsPayload kgLength mmWidth mmHeight mmWheelbase mmSeatsDoorsCO2(NEDC and NEDC WLTP based)g/kmEU-27 UK 11,658,884 100 32,035 29 5.0 5.0 5.6 1.8 50 79 5.0 16Germany 2,917,466 25 37,504 32 2.3 6.9 6.7 0.5 61 70 7.9 22France 1,646,995 14 29,331 32 5.2 4.5 6.7 1.0 48 90 4.3 6UK 1,631,064 14 35,643 20 6.7 4.2 6.6 0 56 76 5.8 19Italy 1,390,032 12 27,548 35 4.7 2.0 2.3 9.0 28 87 2.2 11EU-13 1,163,059 10 25,176 25 6.0 1.1 1.5 2.1 42 81 1.4 17Spain 925,908 8 29,485 36 7.9 2.6 2.0 1.5 32 89 2.6 9Belgium 431,491 4 33,444 33 3.6 7.2 3.5 0.9 42 82 5.8 12Netherlands 355,595 3 36,033 4 7.0 4.3 20.5 0.6 58 82 9.8 8Sweden 291,821 3 38,719 22 8.0 22.6 9.6 1.1 86 56 4.4 40Austria 248,740 2 34,805 40 2.2 3.0 6.4 0.2 44 72 3.2 24Denmark 199,883 2 42,681 23 4.8 9.1 7.1 0 62 87 6.0 7Portugal 145,417 1 32,483 34 3.5 8.2 5.4 1.3 36 87 6.6 6Finland 96,487 1 37,111 15 13.0 13.2 4.4 1.9 70 75 3.0 22Ireland 88,325 1 30,495 44 10.9 2.8 4.5 0 40 89 3.6 7Greece 81,002 1 25,450 29 6.5 1.8 0.8 2.2 34 94 0.9 5Luxembourg 45,599 0 39,380 40 1.8 5.9 5.4 0 93 63 6.3 31Turkey 610,109 38,642 40 2.7 0.1 0.1 4.4 72 93 2.3 5Switzerland 242,470 46,979 26 4.5 6.0 8.1 0.2 83 47 3.2 50Norway 141,405 44,197 9 8.7 20.4 54.3 0 97 44 8.8 47VW 1,308,051 11 32,219 32 0 3.2 7.8 1.3 52 86 4.0 10Renault 809,877 7 24,515 29 1.5 2.2 12.3 3.6 36 90 9.1 1Peugeot 745,668 6 28,050 39 0 2.9 5.4 0 40 99 0 1Mercedes-Benz 722,606 6 50,917 48 0 15.1 1.9 0 89 43 22.0 35Ford 679,822 6 28,908 32 1.0 3.6 0 0.8 27 96 1.1 3BMW 643,354 6 51,171 47 0 12.5 3.1 0 85 30 28.0 42Toyota 627,033 5 26,562 3 65.0 0.6 0.1 0 70 93 0.2 7koda 617,303 5 27,828 33 0 3.0 2.0 2.1 47 88 0.1 12Audi 575,154 5 47,933 42 0 7.9 4.3 0.4 79 59 0 41Fiat 495,687 4 17,832 24 0 0 1.2 3.5 10 97 0 3Citron 461,639 4 22,924 38 0 1.4 0.6 0 23 100 0.4 0Kia 412,934 4 26,904 14 7.5 8.5 8.6 3.2 42 94 0.1 6Hyundai 408,695 4 26,343 15 9.9 1.2 12.4 0.8 40 95 0.1 5Dacia 397,155 3 13,372 29 0 0 0.4 19.2 2 92 0 8Opel 388,627 3 25,288 27 0 2.0 3.9 0 26 98 0 2Seat 362,849 3 27,751 19 0 2.0 1.7 5.2 36 89 0 11Nissan 281,424 2 28,591 20 0 0 9.6 0 38 97 0.1 3Volvo 269,589 2 50,652 39 0 27.9 1.3 0 90 54 0 46Mini 166,972 1 30,124 7 0 7.6 9.4 0 57 86 0 14Diesel%Full hybrid(excl.plug-in hybrid)%Plug-in hybridttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Automatic%Front drive%Rear drive%4-wheel drive%Engine power KWEngine size ccmNumber of cylindersMass in running order kgGross weight kg106 1553 3.7 1457 1943 529 4345 1802 1547 2658 5.0 4.9 109 EU-27 UK 122 1717 3.9 1539 2041 538 4430 1815 1553 2698 5.0 4.8 114 Germany 91 1403 3.6 1388 1842 519 4233 1790 1536 2623 5.0 4.9 88 France 118 1588 3.8 1497 1981 532 4369 1810 1539 2669 5.0 4.8 114 UK 86 1424 3.6 1338 1803 503 4180 1772 1551 2581 4.9 4.9 109 Italy 103 1541 3.8 1427 1933 544 4406 1805 1558 2663 5.1 4.9 120 EU-13 96 1497 3.7 1420 1915 532 4343 1805 1564 2660 5.1 4.9 110 Spain 102 1520 3.7 1457 1965 574 4383 1811 1545 2677 5.0 4.9 108 Belgium 108 1395 3.5 1430 1883 490 4277 1786 1523 2639 4.9 4.9 88 Netherlands 131 1735 3.9 1656 2141 528 4562 1828 1541 2734 5.0 4.9 92 Sweden 106 1586 3.8 1501 1997 540 4404 1811 1564 2682 5.1 4.9 113 Austria 103 1496 3.7 1410 1873 501 4309 1786 1524 2642 5.0 4.9 97 Denmark 96 1405 3.6 1398 1871 513 4316 1793 1519 2652 5.0 4.9 96 Portugal 111 1592 3.7 1511 1973 528 4461 1812 1532 2697 5.0 4.9 101 Finland 94 1555 3.7 1438 1954 551 4403 1811 1549 2672 5.1 4.9 107 Ireland 87 1367 3.6 1289 1759 502 4173 1773 1525 2585 5.0 4.9 107 Greece 131 1802 4.0 1549 2095 548 4426 1824 1566 2702 5.0 4.8 119 Luxembourg 91 1418 3.8 1381 1838 494 4436 1804 1513 2665 5.0 4.6 113 Turkey 144 1836 4.1 1644 2128 521 4456 1826 1574 2712 5.1 4.8 126 Switzerland 160 1892 3.9 1794 2252 503 4482 1830 1563 2728 5.0 4.9 37 Norway 103 1539 3.7 1480 1981 545 4348 1801 1564 2659 5.1 4.9 110 VW 82 1275 3.6 1362 1801 487 4189 1789 1535 2627 5.0 5.0 94 Renault 89 1349 3.5 1341 1831 534 4286 1790 1538 2637 5.1 5.0 94 Peugeot 146 1863 4.2 1754 2333 599 4677 1850 1558 2844 5.1 4.7 123 Mercedes-Benz 99 1395 3.5 1468 1977 550 4401 1825 1571 2655 5.2 4.9 113 Ford 151 2102 4.2 1695 2216 588 4594 1847 1526 2788 4.9 4.6 118 BMW 83 1688 3.7 1310 1754 491 4222 1757 1529 2598 4.9 4.9 94 Toyota 100 1479 3.7 1384 1882 541 4467 1811 1510 2652 5.1 5.0 111 koda 148 1917 4.2 1680 2189 560 4552 1844 1504 2744 5.0 4.8 122 Audi 69 1342 3.7 1167 1587 445 3891 1690 1546 2408 4.4 4.3 114 Fiat 80 1335 3.4 1266 1761 553 4175 1778 1581 2623 5.0 4.9 103 Citron 92 1366 3.7 1398 1849 489 4278 1780 1519 2623 5.0 5.0 104 Kia 92 1367 3.7 1394 1837 488 4217 1788 1539 2605 5.0 5.0 108 Hyundai 74 1167 3.4 1221 1677 501 4251 1764 1597 2652 5.1 5.0 114 Dacia 85 1328 3.3 1317 1831 551 4316 1804 1537 2635 5.1 5.0 99 Opel 101 1398 3.6 1361 1849 537 4308 1806 1521 2628 5.1 5.0 115 Seat 99 1263 3.6 1388 1847 485 4337 1796 1580 2640 5.1 5.0 108 Nissan 153 1853 3.8 1866 2373 532 4642 1878 1604 2818 5.1 5.0 112 Volvo 112 1649 3.3 1390 1810 466 4027 1759 1457 2572 4.5 4.0 109 MiniTotal new sales/registrationsTotal new sales/registrations%Price EUR incl.tax4849AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242019Passenger carsPayload kgLength mmWidth mmHeight mmWheelbase mmSeatsDoorsFuel consumption(NEDC)l/100 kmFuel consumption(extra-urban)l/100 kmFuel consumption(urban)l/100 kmCO2(NEDC and NEDC WLTP based)g/kmEU-28 15,467,336 100 30,485 32 1.7 3.7 1.1 1.9 1.6 41 79 6 15 102 1544Germany 3,607,031 23 35,206 34 2.7 1.6 1.2 1.8 0.4 50 70 9 22 117 1694UK 2,311,140 15 33,383 27 2.5 4.2 1.5 1.6 0 49 75 8 18 112 1610France 2,208,560 14 27,754 35 0.7 3.6 0.8 1.9 0.1 40 89 5 7 89 1404Italy 1,924,158 12 25,769 41 1.1 3.9 0.3 0.6 9.0 24 85 4 11 83 1442EU-13 1,520,296 10 24,216 25 1.3 4.1 0.3 0.5 0.9 36 82 2 17 100 1534Spain 1,363,333 9 27,329 33 1.5 6.0 0.6 0.8 1.8 25 89 3 8 93 1478Belgium 550,003 4 29,836 31 0.6 2.9 1.5 1.6 0.6 33 84 7 10 98 1493Netherlands 446,114 3 34,071 8 0.8 5.4 1.2 13.9 0.2 52 82 11 7 103 1376Sweden 356,062 2 33,705 34 2.8 7.1 6.9 4.4 1.3 79 55 4 41 125 1740Austria 329,363 2 32,468 40 2.0 1.8 0.7 2.7 0.2 36 72 3 25 101 1565Denmark 226,679 1 41,189 27 1.4 4.4 1.7 2.4 0 53 89 6 5 98 1471Portugal 223,799 1 29,529 40 1.0 3.4 2.6 3.1 1.0 30 87 9 4 89 1386Ireland 117,100 1 30,687 46 0.4 8.6 1.1 2.9 0 33 90 4 6 92 1529Finland 114,246 1 34,725 19 1.4 11.0 5.1 1.7 1.9 60 76 3 21 106 1553Greece 114,125 1 23,555 27 0.6 4.4 0.4 0.2 2.0 18 95 2 3 79 1347Luxembourg 55,327 0 37,763 44 2.1 1.5 1.6 1.8 0 91 64 7 29 126 1792Turkey 387,256 30,309 51 0.6 2.8 0.1 0.1 4.8 66 92 3 5 88 1471Switzerland 315,919 42,015 28 3.0 3.4 1.3 4.2 0.4 79 46 3 51 138 1822Norway 142,380 47,518 16 0.8 11.6 13.6 42.4 0 93 44 6 50 156 1828VW 1,728,487 11 30,762 41 0 0 0.3 1.2 1.4 43 88 0 12 100 1544Renault 1,053,319 7 23,081 31 0 0 0 4.0 1.1 21 91 8 1 81 1245Ford 991,363 6 27,032 31 0.1 0.9 0 0 0.3 24 93 1 6 95 1392Peugeot 974,739 6 26,470 41 0 0 0 0.1 0 31 100 0 0 86 1353Mercedes-Benz 889,923 6 48,413 55 6.4 0 1.8 0.2 0 85 42 29 29 141 1913BMW 795,118 5 50,259 53 0.3 0 5.0 3.2 0 82 22 39 39 149 2112koda 731,036 5 26,191 36 0 0 0 0 1.2 42 84 0 16 96 1457Audi 716,636 5 44,777 49 11.3 0 0.4 1.7 0.5 74 62 0 38 138 1893Toyota 715,975 5 25,480 3 0 60.5 0.3 0 0 67 94 0 6 79 1648Fiat 661,311 4 17,464 23 0 0 0 0 5.7 5 96 1 3 68 1343Citron 654,635 4 22,343 35 0 0 0 0.2 0 22 100 0 0 79 1326Opel 650,044 4 22,891 21 0 0 0 0.2 4.2 16 99 0 1 83 1358Dacia 578,033 4 13,211 26 0 0 0 0 11.1 0 91 0 9 74 1243Hyundai 546,372 4 24,190 16 1.9 4.4 0.6 4.6 1.1 27 93 0 6 90 1373Kia 494,792 3 24,750 18 1.3 7.3 3.1 2.5 2.3 33 92 0 8 89 1399Seat 492,668 3 26,203 24 0 0 0 0 3.7 28 90 0 10 97 1393Nissan 382,677 2 28,307 30 0 0 0 7.3 0.9 28 96 0 3 95 1368Volvo 321,815 2 47,111 58 6.3 0 8.2 0 0 83 55 0 45 144 1914Suzuki 253,756 2 19,949 0 0 0 0 0 0 14 67 0 33 81 1233Diesel%Mild hybrid%Full hybrid(excl.plug-in hybrid)%Plug-in hybridttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Automatic%Front drive%Rear drive%4-wheel drive%Engine power KWEngine size ccmNumber of cylindersMass in running order kgGross weight kg 3.8 1415 1906 533 4327 1796 1548 2647 5.0 4.8 5.3 4.7 6.4 122 EU-283.9 1493 1998 538 4408 1808 1555 2684 5.0 4.8 5.7 4.9 6.9 130 Germany3.8 1459 1949 543 4355 1803 1539 2660 5.0 4.8 5.5 4.8 6.7 127 UK 3.6 1337 1814 526 4226 1792 1540 2619 5.0 4.9 4.8 4.3 5.7 112 France 3.7 1315 1784 511 4161 1767 1555 2571 4.8 4.9 5.1 4.5 6.0 119 Italy 3.8 1407 1918 548 4398 1799 1556 2658 5.1 4.9 5.5 4.8 6.6 126 EU-13 3.7 1386 1875 530 4320 1798 1562 2647 5.1 4.9 5.3 4.7 6.4 121 Spain 3.7 1400 1909 572 4362 1802 1544 2663 5.0 4.8 5.1 4.5 6.2 119 Belgium 3.5 1382 1838 495 4286 1779 1521 2643 4.9 4.8 5.0 4.5 6.0 99 Netherlands 3.9 1598 2089 537 4559 1825 1543 2731 5.1 4.9 5.6 4.9 6.6 114 Sweden 3.8 1459 1960 539 4385 1805 1565 2670 5.1 4.9 5.3 4.6 6.2 122 Austria 3.7 1363 1836 509 4297 1780 1520 2635 5.0 4.9 5.4 4.4 6.0 107 Denmark 3.6 1341 1816 518 4270 1783 1518 2629 5.0 4.8 5.2 4.4 5.9 104 Portugal 3.7 1418 1928 554 4390 1808 1548 2657 5.0 4.9 4.8 4.4 5.7 110 Ireland 3.8 1467 1936 539 4462 1807 1531 2691 5.1 4.9 5.6 5.0 7.1 112 Finland 3.7 1241 1717 512 4119 1757 1523 2558 5.0 4.9 5.0 4.4 5.9 115 Greece 4.0 1524 2055 546 4414 1821 1560 2693 5.0 4.8 5.7 5.0 6.9 130 Luxembourg 3.9 1371 1835 503 4458 1799 1510 2669 5.0 4.5 4.9 4.3 6.0 119 Turkey 4.0 1590 2074 528 4436 1819 1568 2697 5.1 4.8 6.3 5.3 7.3 135 Switzerland 3.8 1708 2162 517 4508 1830 1548 2732 5.0 4.8 4.5 4.8 6.3 53 Norway 3.7 1446 1968 560 4357 1804 1566 2659 5.1 4.9 5.6 4.9 6.8 123 VW 3.6 1329 1785 502 4217 1779 1534 2632 5.0 5.0 5.0 4.3 6.0 112 Renault 3.5 1465 1953 547 4380 1814 1588 2646 5.2 4.9 5.5 4.7 6.6 129 Ford 3.5 1288 1805 550 4262 1801 1551 2631 5.1 5.0 4.6 4.1 5.4 108 Peugeot 4.3 1675 2255 602 4666 1843 1532 2838 5.0 4.6 5.8 5.1 7.4 140 Mercedes-Benz 4.1 1667 2191 594 4588 1841 1529 2789 4.9 4.6 5.5 4.9 6.6 128 BMW 3.6 1376 1890 555 4448 1800 1507 2648 5.0 5.0 5.1 4.4 6.0 118 koda 4.2 1605 2122 562 4532 1837 1491 2739 5.0 4.8 5.6 4.8 6.6 129 Audi 3.8 1291 1725 483 4195 1746 1526 2582 4.9 4.9 4.3 4.1 4.8 98 Toyota 3.8 1161 1594 456 3925 1699 1551 2426 4.5 4.3 5.3 4.5 6.5 124 Fiat 3.4 1239 1753 560 4181 1776 1577 2625 5.1 4.9 4.6 4.1 5.4 108 Citron 3.7 1315 1801 505 4270 1782 1555 2596 5.0 4.9 5.3 4.5 6.4 123 Opel 3.6 1210 1674 507 4260 1765 1594 2654 5.1 5.0 5.4 4.8 6.3 126 Dacia 3.7 1353 1813 507 4224 1783 1543 2601 5.0 5.0 5.7 4.9 6.8 124 Hyundai 3.8 1360 1821 506 4258 1775 1523 2615 5.0 5.0 5.5 5.0 6.7 123 Kia 3.6 1337 1828 535 4287 1806 1522 2621 5.1 5.0 5.3 4.5 6.2 119 Seat 3.8 1382 1846 485 4323 1790 1570 2622 5.0 5.0 5.4 4.7 6.4 114 Nissan 3.9 1813 2315 538 4647 1873 1576 2816 5.1 5.0 5.5 5.0 6.8 133 Volvo 3.7 1086 1532 479 3975 1727 1570 2475 4.8 4.9 5.2 4.6 6.1 116 SuzukiTotal new sales/registrationsTotal new sales/registrations%Price EUR incl.tax5051AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242018Passenger carsPayload kgLength mmWidth mmHeight mmWheelbase mmFront track mmRear track mmFootprint m2SeatsDoorsFuel consumption(NEDC)l/100 kmFuel consumption(extra-urban)l/100 kmFuel consumption(urban)l/100 kmCO2(NEDC)g/kmEU-28 15,086,636 100 29,352 193 36 0.4 3.3 1.0 1.0 1.5 0 36 79 6 14 57 98 98 1550Germany 3,435,601 23 33,519 202 32 0.8 1.5 0.9 1.1 0.4 0 45 70 10 20 66 100 113 1679UK 2,367,147 16 31,506 197 32 0.4 3.5 1.7 0.6 0 0 43 74 9 17 63 100 107 1610France 2,173,578 14 26,766 186 39 0.1 3.7 0.6 1.4 0.1 0 36 89 5 6 50 98 86 1415Italy 1,916,705 13 25,349 182 51 0.1 3.7 0.2 0.3 8.3 0 22 84 4 12 24 98 82 1477EU-13 1,334,134 9 24,146 193 31 0.3 3.1 0.2 0.3 1.0 0 33 81 2 17 52 92 98 1572Spain 1,321,438 9 26,350 189 36 0.1 5.5 0.4 0.5 2.1 0 21 88 3 9 59 95 90 1482Belgium 549,632 4 29,594 192 36 0.1 2.5 1.6 0.7 0.7 0 27 82 8 11 62 100 95 1507Netherlands 443,530 3 31,865 187 13 0.2 4.6 0.7 5.4 0.4 0 40 86 6 8 57 99 93 1350Sweden 353,724 2 32,087 203 38 0.3 5.8 6.1 2.0 0.9 0.3 73 58 4 37 73 95 118 1743Austria 341,068 2 31,222 192 41 0.3 1.4 0.7 2.0 0.2 0 31 73 4 23 57 100 97 1565Portugal 228,327 2 28,473 186 54 0.2 2.9 1.6 1.8 0.8 0 21 87 9 4 31 90 83 1430Denmark 219,114 1 39,805 191 33 0.2 4.0 1.4 0.7 0 0 43 89 5 5 57 96 91 1459Ireland 125,557 1 27,885 188 54 0.1 5.5 0.5 1.0 0 0 27 90 5 6 53 98 87 1523Finland 120,557 1 34,005 196 24 0.3 8.8 4.0 0.6 1.0 0 56 76 3 21 65 96 100 1546Greece 103,431 1 22,506 180 36 0 3.4 0.2 0.1 1.0 0 17 95 2 3 31 99 77 1355Luxembourg 53,093 0 36,578 205 47 0.4 1.4 1.2 0.8 0 0 90 63 8 30 67 100 124 1800Switzerland 299,678 39,171 207 30 0.6 2.5 1.3 1.7 0.3 0 74 47 4 49 67 99 132 1809Norway 147,923 46,603 200 18 0.2 10.5 17.8 31.2 0 0 91 53 6 41 77 96 127 1773Turkey 486,321 29,528 189 59 0.1 0.8 0 0 3.4 0 66 91 4 6 51 89 86 1491VW 1,685,466 11 29,227 198 39 0 0 1.0 0.9 1.6 0.1 40 88 0 12 74 100 96 1506Renault 1,079,778 7 22,853 182 41 0.2 0 0 3.2 0.8 0 20 91 8 1 37 97 77 1261Ford 988,997 7 25,853 187 35 0 0.7 0 0 0.2 0 20 92 1 7 76 99 93 1388Peugeot 951,266 6 25,492 187 44 0 0 0 0.2 0.4 0 26 100 0 0 60 99 83 1380Mercedes-Benz 852,239 6 47,867 223 61 2.1 0.1 1.4 0 0 0 82 37 31 32 97 99 138 2026BMW 776,929 5 48,185 220 57 0 0 4.6 1.4 0 0 75 18 46 36 100 100 146 2081Fiat 701,448 5 17,881 172 30 0 0 0 0 7.2 0 6 96 1 3 0 97 70 1364Audi 701,191 5 42,459 219 48 5.0 0 0.7 0.2 0.6 0 66 63 0 37 75 99 135 1903Opel 691,587 5 23,081 190 25 0 0 0 0.2 5.0 0 14 97 0 3 39 98 85 1391Toyota 682,342 5 24,495 172 5 0 58.0 0.4 0 0 0 66 95 0 5 6 92 73 1606koda 678,432 4 24,557 199 36 0 0 0 0 1.3 0 32 87 0 13 69 99 93 1431Citron 588,939 4 20,464 178 34 0 0 0 0.3 1.1 0 15 100 0 0 48 99 73 1327Hyundai 519,302 3 22,603 181 19 0 3.6 0.6 1.6 1.2 0 19 94 0 6 58 97 85 1364Dacia 498,159 3 12,876 168 34 0 0 0 0 8.5 0 3 92 0 8 13 98 71 1228Kia 477,789 3 23,437 180 28 0 7.3 2.4 1.1 0.5 0 26 93 0 7 56 94 86 1444Nissan 470,911 3 27,175 183 40 0 0 0 5.9 0.3 0 21 95 0 4 68 94 88 1365Seat 438,123 3 23,848 193 22 0 0 0 0 2.6 0 18 94 0 6 79 99 92 1339Volvo 302,765 2 45,852 211 64 0 0 6.1 0 0.2 0 78 52 0 48 97 99 141 1942Suzuki 234,591 2 18,770 179 4 0 0 0 0 0 0 12 70 0 30 32 99 77 1279Total new sales/registrationsTotal new sales/registrations%Price EUR incl.taxTop speed km/hDiesel%Mild hybrid%Full hybrid(excl.plug-in hybrid)%Plug-in hybridttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Flex-Fuel(ethanol/gasoline)%Automatic%Front drive%Rear drive%4-wheel drive%Direct injection(non-diesel)%Euro6%Engine power KWEngine size ccmNumber of cylindersNumber of gearsMass in running order kgGross weight kg 3.8 6.0 1397 1892 538 4320 1792 1544 2645 1541 1538 4.1 5.0 4.8 5.1 4.5 6.2 120 EU-283.9 6.2 1469 1973 542 4397 1804 1549 2684 1551 1547 4.2 5.0 4.7 5.5 4.8 6.7 128 Germany3.9 6.2 1433 1924 543 4336 1798 1536 2649 1547 1544 4.1 5.0 4.7 5.3 4.7 6.5 127 UK3.6 5.8 1312 1808 551 4227 1786 1544 2619 1530 1528 4.0 5.0 4.8 4.7 4.2 5.6 111 France3.8 5.8 1322 1796 516 4174 1767 1553 2578 1520 1518 3.9 4.9 4.9 4.9 4.3 5.8 114 Italy3.9 5.9 1412 1928 551 4411 1798 1553 2669 1543 1541 4.1 5.1 4.8 5.4 4.7 6.5 128 EU-133.7 5.8 1363 1847 517 4298 1791 1540 2631 1541 1538 4.1 5.0 4.9 5.0 4.4 6.0 118 Spain3.7 6.0 1405 1922 581 4374 1802 1553 2666 1548 1546 4.1 5.0 4.8 5.0 4.4 6.0 119 Belgium3.5 5.8 1314 1790 504 4230 1765 1520 2617 1527 1525 4.0 4.9 4.9 4.9 4.3 5.9 107 Netherlands3.9 6.5 1582 2075 533 4579 1823 1540 2731 1572 1570 4.3 5.1 4.9 5.1 4.7 6.4 122 Sweden3.8 6.0 1438 1951 547 4383 1803 1567 2668 1547 1544 4.1 5.1 4.8 5.1 4.5 6.1 121 Austria3.7 5.8 1334 1808 518 4260 1775 1518 2625 1531 1529 4.0 5.0 4.8 4.4 3.9 5.2 105 Portugal3.7 5.9 1337 1822 519 4282 1775 1522 2632 1532 1530 4.0 5.0 4.9 4.7 4.1 5.6 109 Denmark3.8 5.9 1398 1906 556 4385 1804 1542 2663 1553 1550 4.1 5.0 4.8 4.6 4.2 5.5 113 Ireland3.8 6.2 1459 1944 542 4450 1805 1531 2695 1556 1553 4.2 5.1 4.9 5.2 4.6 6.3 117 Finland3.7 5.5 1227 1704 519 4106 1750 1520 2554 1512 1510 3.9 5.0 4.8 4.7 4.1 5.6 112 Greece4.0 6.4 1517 2044 552 4409 1817 1557 2694 1560 1558 4.2 5.0 4.7 5.4 4.8 6.6 130 Luxembourg4.1 6.6 1557 2051 535 4424 1814 1566 2689 1557 1562 4.2 5.1 4.8 5.9 5.2 7.2 137 Switzerland3.8 6.3 1607 2083 522 4482 1824 1561 2711 1563 4.2 5.1 4.9 4.3 4.6 5.9 74 Norway3.9 5.9 1366 1834 511 4453 1796 1505 2669 1549 1546 4.1 5.0 4.5 4.9 4.3 5.9 119 Turkey3.7 6.0 1419 1952 577 4359 1801 1553 2662 1546 1531 4.1 5.1 4.9 5.3 4.7 6.4 120 VW3.7 5.5 1303 1794 538 4228 1777 1539 2641 1536 1534 4.1 5.1 5.0 4.7 4.2 5.6 108 Renault3.6 5.7 1425 1930 565 4348 1808 1579 2637 1550 1540 4.1 5.2 4.9 5.2 4.5 6.2 123 Ford3.5 5.8 1272 1778 549 4234 1795 1544 2619 1529 1531 4.0 5.1 4.9 4.5 4.0 5.4 107 Peugeot4.3 7.5 1680 2258 599 4660 1839 1531 2838 1590 1577 4.5 5.0 4.5 5.7 4.9 7.0 138 Mercedes-Benz4.1 7.3 1641 2165 592 4580 1830 1518 2787 1571 1591 4.4 5.0 4.6 5.2 4.7 6.4 127 BMW3.9 5.3 1219 1615 463 3976 1705 1553 2485 1481 1479 3.7 4.5 4.3 5.2 4.4 6.5 121 Fiat4.2 6.6 1567 2076 536 4514 1832 1482 2719 1563 1558 4.2 4.9 4.7 5.2 4.6 6.3 127 Audi3.8 5.7 1338 1824 502 4298 1785 1554 2603 1523 1523 4.0 5.1 4.8 5.2 4.5 6.4 123 Opel3.8 5.5 1296 1726 481 4175 1738 1529 2569 1515 1516 3.9 4.9 4.9 4.3 4.1 4.7 100 Toyota3.6 6.0 1349 1865 556 4432 1789 1497 2629 1517 1511 4.0 5.0 5.0 4.8 4.3 5.8 116 koda3.3 5.3 1191 1705 564 4130 1754 1548 2608 1503 1498 3.9 5.1 4.9 4.5 4.0 5.4 107 Citron3.7 5.7 1336 1794 501 4220 1780 1540 2599 1552 1559 4.0 5.0 5.0 5.4 4.7 6.6 123 Hyundai3.6 5.3 1197 1673 510 4247 1766 1603 2651 1518 1514 4.0 5.1 4.9 5.2 4.7 6.1 120 Dacia3.8 5.8 1350 1815 511 4239 1771 1538 2616 1544 1552 4.1 5.0 5.0 5.2 4.7 6.4 121 Kia3.9 5.7 1373 1843 504 4328 1788 1574 2624 1548 1549 4.1 5.1 5.0 5.1 4.5 6.0 114 Nissan3.6 5.8 1290 1772 528 4255 1798 1507 2608 1530 1512 4.0 5.0 5.0 5.0 4.4 6.0 118 Seat4.0 7.2 1829 2305 524 4655 1874 1568 2813 1618 1620 4.6 5.1 4.9 5.2 4.8 6.6 131 Volvo3.8 5.2 1057 1512 486 3953 1726 1563 2475 1504 1497 3.7 4.8 4.9 4.9 4.4 5.8 113 Suzuki5253AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242017Passenger carsPayload kgLength mmWidth mmHeight mmWheelbase mmFront track mmRear track mmFootprint m2SeatsDoorsFuel consumption(NEDC)l/100 kmFuel consumption(extra-urban)l/100 kmFuel consumption(urban)l/100 kmCO2(NEDC)g/kmEU-28 15,161,447 100 28,855 192 44 2.7 0.8 0.6 1.3 0 33 79 7 14 51 4 96 97 1582Germany 3,441,122 23 33,035 201 39 1.4 0.9 0.7 0.2 0 42 70 10 20 62 1 99 112 1708UK 2,540,617 17 30,506 196 42 2.7 1.4 0.5 0 0 40 74 10 16 52 1 99 106 1650France 2,110,863 14 27,103 186 47 3.0 0.6 1.2 0 0 34 88 5 7 48 2 98 86 1467Italy 1,976,601 13 24,548 181 57 3.0 0.1 0.1 8.1 0 19 85 4 11 14 6 94 80 1488EU-13 1,324,884 9 23,351 192 36 2.5 0.2 0.2 1.2 0.1 29 81 2 17 50 10 90 97 1579Spain 1,234,931 8 26,061 189 48 4.5 0.3 0.3 0.6 0 20 87 4 9 53 12 88 89 1532Belgium 546,558 4 29,334 191 46 2.3 2.2 0.5 0.5 0 21 80 9 11 55 0 100 93 1547Netherlands 418,065 3 29,045 187 18 4.2 0.4 1.8 0.4 0 28 88 7 6 52 2 98 87 1373Sweden 379,393 3 33,026 202 50 4.9 4.2 1.1 1.0 0.3 66 59 4 36 67 7 93 114 1768Austria 353,320 2 30,710 191 50 1.6 0.5 1.5 0.1 0 28 72 4 24 47 1 99 95 1598Denmark 222,150 1 37,047 188 35 3.2 0.3 0.3 0.1 0 31 92 5 3 44 12 88 85 1424Portugal 222,107 1 28,385 186 61 2.1 1.1 0.7 0.8 0 16 87 10 3 24 16 84 82 1451Ireland 131,332 1 27,496 187 65 3.4 0.2 0.5 0.2 0 22 90 5 5 36 3 97 86 1563Finland 118,650 1 33,988 197 30 7.1 2.1 0.4 0.4 0 53 75 4 21 62 9 91 100 1572Greece 88,079 1 22,437 179 44 2.7 0.2 0 0.4 0 19 93 3 4 26 10 90 76 1378Luxembourg 52,775 0 35,105 205 54 1.5 1.3 0.7 0 0 88 62 9 29 64 1 99 121 1821Switzerland 314,036 39,225 206 36 2.3 1.1 1.5 0.2 0 70 48 5 47 66 2 98 129 1810Norway 158,646 47,276 194 23 12.7 19.7 18.9 0 0 83 52 7 42 74 8 92 122 1746Turkey 722,759 26,324 189 61 0.6 0 0 0 0 61 90 5 5 49 3 97 84 1484Iceland 21,404 186 42 4.9 6.8 1.9 1.5 0 71 59 1 41 32 18 82 97 1691VW 1,646,901 11 29,126 198 47 0 1.0 0.5 1.0 0.2 37 88 0 12 73 1 99 96 1558Renault 1,130,870 7 23,102 182 49 0 0 2.4 0.7 0 19 92 7 1 46 4 96 78 1296Ford 1,025,629 7 25,593 188 44 0.1 0 0 1.2 0 18 91 1 8 58 3 97 94 1472Peugeot 910,375 6 24,353 185 49 0 0 0.2 0.4 0 19 100 0 0 52 2 98 80 1411Mercedes-Benz 874,999 6 47,243 221 68 0.2 2.1 0.1 0 0 75 35 34 31 94 2 98 135 2085Audi 798,256 5 41,619 219 59 0 1.1 0 0.3 0 64 62 0 38 74 0 100 133 1915BMW 789,154 5 46,633 218 68 0 4.8 1.0 0 0 66 16 49 34 100 0 100 143 2086Fiat 773,215 5 18,070 173 36 0 0 0 6.1 0 5 96 1 3 0 5 95 69 1357Opel 730,550 5 22,448 190 30 0 0 0.1 3.8 0 11 96 0 4 27 3 97 85 1414koda 674,711 4 23,531 198 41 0 0 0 1.2 0 27 87 0 13 74 2 98 91 1464Toyota 654,897 4 24,160 172 8 48.9 0.3 0 0 0 57 94 0 5 7 12 88 75 1583Citron 561,544 4 20,675 178 43 0 0 0.3 0.9 0 13 99 0 1 34 3 97 73 1368Nissan 552,604 4 26,176 181 47 0 0 2.6 0.5 0 19 94 0 6 65 20 80 86 1393Hyundai 509,351 3 22,279 179 32 2.9 0.1 0.8 1.2 0 19 93 1 7 38 7 93 81 1424Kia 457,808 3 23,371 180 39 6.6 0.9 1.0 1.1 0 25 91 0 9 42 10 90 85 1488Dacia 454,182 3 12,867 169 39 0 0 0 8.3 0 5 90 0 10 15 2 98 71 1243Seat 389,072 3 23,579 195 29 0 0 0 1.0 0 17 93 0 7 77 3 97 92 1393Volvo 282,023 2 44,225 209 79 0 3.8 0 0.2 0 72 61 0 39 95 1 99 134 2000Total new sales/registrationsTotal new sales/registrations%Price EUR incl.taxTop speed km/hDiesel%Hybrid(excl.plug-in hybrid)%Plug-in hybridttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Flex-Fuel(ethanol/gasoline)%Automatic%Front drive%Rear drive%4-wheel drive%Direct injection(non-diesel)%Euro5%Euro6%Engine power KWEngine size ccmNumber of cylindersNumber of gearsMass in running order kgGross weight kg 3.9 5.9 1395 1894 544 4322 1790 1543 2644 1537 1535 4.1 5.0 4.8 4.9 4.3 6.0 118 EU-28 4.0 6.1 1468 1972 552 4395 1801 1546 2679 1545 1541 4.1 5.0 4.7 5.2 4.5 6.3 125 Germany 3.9 6.1 1424 1918 548 4331 1795 1532 2645 1543 1541 4.1 5.0 4.7 5.0 4.4 6.1 121 UK 3.7 5.7 1322 1827 559 4247 1786 1543 2625 1529 1528 4.0 5.0 4.8 4.6 4.1 5.5 111 France3.9 5.7 1311 1790 516 4166 1765 1551 2571 1514 1512 3.9 4.8 4.8 4.6 4.1 5.5 113 Italy3.9 5.9 1396 1911 555 4407 1797 1550 2664 1541 1538 4.1 5.1 4.8 5.2 4.5 6.3 124 EU-133.8 5.8 1367 1855 522 4302 1789 1537 2630 1537 1534 4.0 5.1 4.8 4.7 4.2 5.7 114 Spain3.8 5.8 1417 1928 578 4377 1799 1550 2666 1545 1544 4.1 5.0 4.8 4.8 4.3 5.8 116 Belgium 3.6 5.7 1294 1769 516 4227 1762 1522 2611 1523 1520 4.0 4.9 4.8 4.8 4.2 5.8 109 Netherlands 4.0 6.4 1580 2089 548 4533 1824 1556 2729 1567 1564 4.3 5.1 4.9 5.0 4.5 6.2 122 Sweden3.9 5.9 1440 1957 556 4389 1800 1565 2669 1543 1540 4.1 5.1 4.8 5.0 4.4 6.0 120 Austria 3.7 5.7 1286 1767 511 4222 1758 1517 2606 1516 1514 4.0 5.0 4.9 4.5 4.0 5.5 108 Denmark 3.7 5.6 1328 1809 517 4268 1773 1505 2619 1527 1524 4.0 4.9 4.8 4.2 3.8 5.0 104 Portugal3.9 5.9 1401 1904 551 4387 1800 1538 2658 1548 1545 4.1 5.0 4.8 4.5 4.0 5.3 112 Ireland3.9 6.2 1453 1950 549 4471 1804 1528 2699 1553 1549 4.2 5.1 4.9 5.0 4.4 6.1 119 Finland 3.7 5.6 1241 1708 511 4108 1746 1518 2554 1505 1501 3.8 5.0 4.8 4.5 4.0 5.4 109 Greece 4.1 6.3 1508 2030 552 4402 1811 1548 2685 1554 1553 4.2 5.0 4.6 5.2 4.6 6.3 126 Luxembourg 4.1 6.4 1546 2040 540 4422 1810 1562 2685 1552 1551 4.1 5.1 4.7 5.6 4.9 6.9 133 Switzerland 3.9 5.5 1595 2088 537 4494 1822 1556 2711 1558 1554 4.2 5.1 4.9 4.3 4.5 5.8 83 Norway3.9 5.8 1350 1726 531 4390 1790 1507 2656 1543 1540 4.1 5.0 4.5 4.7 4.1 5.5 116 Turkey3.9 5.7 1495 2013 531 4406 1796 2653 1549 1548 4.1 5.1 4.8 4.9 119 Iceland3.8 5.9 1415 1953 603 4363 1791 1553 2659 1537 1522 4.1 5.1 4.8 4.9 4.4 6.0 120 VW 3.8 5.5 1307 1814 552 4257 1783 1539 2649 1538 1536 4.1 5.1 5.0 4.6 4.1 5.4 107 Renault3.7 5.6 1412 1931 576 4351 1817 1580 2641 1545 1538 4.1 5.2 4.8 5.0 4.4 6.1 122 Ford3.6 5.5 1272 1760 536 4213 1790 1536 2609 1520 1523 4.0 5.1 4.9 4.3 3.8 5.1 104 Peugeot4.3 7.3 1683 2263 595 4657 1835 1530 2836 1589 1578 4.5 5.0 4.5 5.2 4.6 6.4 129 Mercedes-Benz4.2 6.6 1565 2068 529 4507 1830 1477 2713 1565 1560 4.2 4.9 4.7 5.0 4.5 6.0 124 Audi4.2 7.1 1631 2151 586 4583 1827 1510 2786 1568 1589 4.4 5.0 4.5 4.9 4.4 6.0 122 BMW3.9 5.3 1224 1642 474 3978 1711 1564 2497 1480 1478 3.7 4.5 4.4 5.0 4.2 6.2 119 Fiat 3.9 5.6 1357 1830 488 4300 1783 1551 2597 1520 1521 4.0 5.1 4.8 5.1 4.4 6.4 122 Opel3.7 5.9 1318 1832 563 4423 1782 1493 2620 1507 1502 3.9 5.0 5.0 4.8 4.2 5.8 115 koda3.8 5.5 1302 1735 487 4193 1740 1530 2574 1507 1505 3.9 5.0 4.9 4.3 4.0 4.9 101 Toyota3.4 5.3 1196 1715 570 4144 1758 1547 2609 1502 1502 3.9 5.1 4.9 4.3 3.8 5.2 105 Citron3.9 5.6 1371 1831 510 4300 1780 1581 2616 1544 1545 4.0 5.1 5.0 4.9 4.4 5.8 116 Nissan3.8 5.7 1341 1799 502 4223 1777 1544 2600 1553 1560 4.0 5.0 5.0 5.1 4.5 6.3 123 Hyundai3.8 5.8 1360 1842 526 4259 1776 1543 2621 1551 1558 4.1 5.1 5.0 5.0 4.5 6.2 121 Kia3.6 5.3 1187 1670 513 4241 1768 1609 2651 1517 1512 4.0 5.1 5.0 5.1 4.6 5.9 118 Dacia3.7 5.7 1289 1795 559 4283 1788 1499 2604 1522 1507 3.9 5.1 4.9 4.9 4.3 6.0 117 Seat4.1 7.1 1796 2324 565 4663 1872 1573 2801 1615 1606 4.5 5.1 4.9 4.9 4.4 5.9 124 Volvo5455AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242016Passenger carsPayload kgLength mmWidth mmHeight mmWheelbase mmFront track mmRear track mmFootprint m2SeatsDoorsFuel consumption(NEDC)l/100 kmFuel consumption(extra-urban)l/100 kmFuel consumption(urban)l/100 kmCO2(NEDC)g/kmEU-28 14,645,165 100 28,114 191 49 1.8 0.7 0.4 1.1 0 29 79 7 14 44 10 90 95 1596Germany 3,351,469 23 31,662 200 46 1.0 0.4 0.3 0.2 0 37 71 10 19 59 4 96 109 1722UK 2,692,786 18 30,253 194 48 1.9 1.1 0.4 0 0 35 75 10 15 42 5 95 102 1651France 1,983,729 14 26,310 185 52 2.4 0.4 1.1 0 0.1 29 87 5 8 41 5 95 86 1485Italy 1,844,180 13 23,738 180 57 2.0 0.1 0.1 7.8 0 16 85 5 11 11 13 87 79 1487EU-13 1,174,310 8 22,100 192 40 1.6 0.1 0.1 0.5 0.1 24 82 2 16 47 26 74 95 1591Spain 1,147,007 8 25,619 188 57 2.7 0.1 0.2 0 0 16 87 4 9 45 20 80 88 1551Belgium 539,519 4 27,641 189 52 1.7 1.4 0.4 0.4 0 14 83 9 9 47 3 97 91 1566Netherlands 384,698 3 28,367 187 19 2.9 4.9 1.0 0.4 0 25 86 8 6 45 8 92 87 1387Sweden 372,318 3 32,059 200 53 3.6 2.8 0.8 1.0 0.2 58 62 4 34 63 12 88 112 1781Austria 329,604 2 30,420 190 57 1.0 0.5 1.0 0.1 0 24 72 4 23 40 2 98 94 1629Denmark 223,142 2 36,072 186 36 2.6 0.3 0.5 0.1 0 24 92 5 3 37 29 71 82 1418Portugal 207,330 1 27,902 186 65 1.5 0.5 0.3 0.5 0 15 88 10 3 19 25 75 82 1468Ireland 146,600 1 26,953 186 70 1.8 0.2 0.3 0.2 0 17 90 5 5 31 16 84 84 1575Finland 119,039 1 32,404 196 33 3.4 1.6 0.2 0.1 0 46 77 4 19 57 19 81 98 1574Greece 78,873 1 22,442 179 54 1.9 0.1 0 0.3 0 15 91 5 4 20 33 67 75 1390Luxembourg 50,561 0 33,992 203 65 1.1 0.4 0.3 0 0 81 64 9 27 58 8 92 119 1854Turkey 756,938 25,459 189 61 0.1 0 0 0 0 57 88 6 6 56 19 82 84 1483Switzerland 317,315 38,281 204 39 2.4 0.9 1.0 0.3 0 53 51 5 44 66 7 93 125 1810Norway 154,600 42,663 190 31 11.3 13.8 15.2 0 0 74 55 6 39 68 14 86 107 1753Iceland 18,507 186 44 3.8 3.3 1.2 1.9 0 66 61 1 38 25 40 60 94 1666VW 1,652,239 11 28,204 197 52 0 1.0 0.2 1.1 0.1 32 89 0 11 70 4 96 93 1571Renault 1,073,678 7 22,443 180 55 0 0 1.8 0 0 17 91 8 1 31 9 91 76 1305Ford 1,028,451 7 24,817 187 46 0.1 0 0 1.5 0 14 92 1 7 50 9 90 93 1494Peugeot 837,913 6 22,719 185 53 0.1 0 0.2 0.2 0 16 100 0 0 42 7 93 78 1411Mercedes-Benz 815,180 6 45,603 218 71 0.4 1.6 0.2 0.1 0 70 38 38 25 94 2 98 131 2078Audi 805,165 5 41,254 219 69 0 0.9 0 0.3 0 58 63 0 37 67 1 99 132 1964BMW 785,100 5 45,404 219 74 0 3.4 0.5 0 0 63 16 50 34 100 2 98 140 2073Fiat 749,077 5 17,651 170 36 0 0 0 6.2 0 4 95 0 4 0 11 89 68 1348Opel 723,457 5 21,580 188 33 0 0 0 3.8 0 9 97 0 3 19 8 92 84 1419koda 633,075 4 22,489 197 45 0 0 0 1.0 0 20 90 0 10 76 8 92 88 1480Toyota 575,296 4 22,901 174 15 36.9 0.2 0 0 0 45 94 0 6 8 24 76 74 1537Nissan 536,388 4 25,492 180 50 0 0 2.8 0.7 0 16 95 0 5 63 31 69 84 1403Citron 526,171 4 21,230 179 50 0 0 0.4 0 0 14 99 0 1 27 9 91 73 1394Hyundai 492,417 3 22,263 177 42 0.5 0 0.1 1.1 0 14 89 1 10 34 12 88 81 1473Kia 425,416 3 23,080 181 48 1.9 0.2 0.7 1.5 0 16 88 0 12 45 29 71 85 1512Dacia 404,038 3 12,745 168 44 0 0 0 3.0 0 2 89 0 11 16 8 92 71 1269Seat 340,332 2 22,542 195 36 0 0 0 1.0 0 12 96 0 4 73 6 94 88 1423Volvo 273,391 2 43,069 207 83 0 4.5 0 0.3 0 63 66 0 34 99 4 96 130 2042Total new sales/registrationsTotal new sales/registrations%Price EUR incl.taxTop speed km/hDiesel%Hybrid(excl.plug-in hybrid)%Plug-in hybridttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Flex-Fuel(ethanol/gasoline)%Automatic%Front drive%Rear drive%4-wheel drive%Direct injection(non-diesel)%Euro5%Euro6%Engine power KWEngine size ccmNumber of cylindersNumber of gearsMass in running order kgGross weight kg 3.9 5.8 1392 1884 537 4309 1787 1539 2635 1533 1530 4.0 5.0 4.7 4.9 4.3 5.9 118 EU-28 4.0 6.1 1468 1972 552 4395 1801 1546 2679 1545 1541 4.1 5.0 4.7 5.2 4.5 6.3 125 Germany 3.9 5.9 1411 1896 532 4305 1789 1528 2632 1535 1533 4.0 5.0 4.6 4.9 4.3 6.0 120 UK 3.8 5.7 1323 1815 551 4237 1784 1540 2618 1525 1523 4.0 5.0 4.8 4.6 4.1 5.4 110 France 3.9 5.6 1309 1778 504 4144 1759 1547 2559 1509 1506 3.9 4.8 4.8 4.6 4.1 5.6 113 Italy4.0 5.8 1384 1892 552 4398 1793 1545 2656 1536 1533 4.1 5.1 4.8 5.2 4.5 6.3 125 EU-13 3.9 5.7 1374 1857 517 4299 1787 1535 2625 1533 1530 4.0 5.1 4.8 4.7 4.1 5.6 115 Spain 3.8 5.7 1413 1916 573 4368 1795 1547 2660 1542 1540 4.1 5.0 4.8 4.7 4.2 5.7 116 Belgium 3.6 5.6 1303 1771 512 4222 1759 1519 2607 1516 1513 4.0 4.9 4.8 4.7 4.2 5.9 108 Netherlands 4.1 6.1 1562 2064 534 4509 1817 1549 2711 1560 1553 4.2 5.1 4.9 5.1 4.5 6.2 124 Sweden 3.9 5.8 1449 1965 556 4387 1797 1564 2665 1540 1538 4.1 5.1 4.8 4.9 4.3 5.9 120 Austria 3.7 5.6 1277 1740 497 4194 1750 1512 2592 1509 1505 3.9 4.9 4.9 4.6 4.0 5.5 110 Denmark 3.7 5.7 1329 1807 510 4260 1769 1503 2613 1522 1519 4.0 4.9 4.8 4.2 3.8 5.0 105 Portugal 3.9 5.8 1404 1895 541 4395 1799 1536 2655 1544 1540 4.1 5.0 4.8 4.5 4.0 5.4 112 Ireland 3.9 6.0 1432 1929 538 4454 1797 1526 2684 1547 1542 4.2 5.1 4.9 5.0 4.4 6.1 121 Finland 3.7 5.7 1256 1710 493 4101 1743 1510 2550 1503 1500 3.8 4.9 4.8 4.4 3.8 5.2 107 Greece 4.1 6.2 1511 2022 547 4395 1809 1545 2680 1551 1549 4.2 5.0 4.6 5.1 4.5 6.1 126 Luxembourg 3.9 5.9 1346 1840 526 4388 1788 1507 2653 1536 1532 4.1 5.0 4.5 4.7 4.1 5.6 116 Turkey 4.1 6.2 1533 2008 521 4404 1804 1555 2673 1547 1544 4.1 5.1 4.7 5.5 4.8 6.8 133 Switzerland 4.0 5.1 1550 2045 535 4461 1808 1555 2687 1551 1544 4.2 5.1 4.9 4.5 4.5 5.9 93 Norway3.9 5.8 1464 1967 424 4362 1787 2636 1542 1539 4.1 5.1 4.8 5.0 123 Iceland 3.9 5.8 1403 1933 601 4354 1786 1542 2657 1530 1515 4.1 5.1 4.7 4.8 4.3 5.9 119 VW 3.8 5.4 1288 1792 548 4238 1781 1539 2644 1535 1533 4.1 5.0 5.0 4.4 4.0 5.2 106 Renault 3.8 5.5 1391 1916 571 4328 1815 1568 2630 1537 1531 4.0 5.2 4.8 5.0 4.3 6.1 121 Ford 3.6 5.4 1278 1729 500 4175 1784 1516 2588 1507 1508 3.9 5.0 4.9 4.1 3.7 5.0 101 Peugeot 4.3 7.0 1669 2238 586 4642 1832 1527 2824 1586 1575 4.5 5.0 4.5 5.1 4.4 6.2 127 Mercedes-Benz 4.3 6.5 1582 2082 529 4524 1832 1475 2718 1565 1558 4.2 4.9 4.6 5.0 4.4 6.0 124 Audi 4.2 7.1 1638 2148 573 4579 1825 1508 2785 1568 1591 4.4 5.0 4.5 4.9 4.4 5.9 122 BMW 3.9 5.3 1208 1607 470 3932 1705 1566 2475 1474 1472 3.7 4.5 4.4 5.0 4.2 6.2 119 Fiat 3.9 5.5 1372 1838 498 4290 1784 1545 2591 1517 1519 3.9 5.1 4.8 5.1 4.3 6.3 121 Opel 3.8 5.7 1283 1782 547 4397 1774 1484 2606 1500 1490 3.9 4.9 5.0 4.6 4.0 5.6 112 koda 3.8 5.6 1281 1714 475 4177 1732 1521 2564 1492 1485 3.8 4.9 4.9 4.4 4.0 5.1 104 Toyota 3.8 5.6 1371 1816 499 4282 1772 1585 2612 1538 1539 4.0 5.1 5.0 4.9 4.3 5.8 115 Nissan 3.5 5.3 1228 1716 539 4142 1753 1561 2593 1504 1505 3.9 5.1 4.9 4.2 3.8 5.1 103 Citron 3.8 5.7 1365 1823 502 4227 1777 1550 2602 1552 1559 4.1 5.0 5.0 5.2 4.5 6.3 126 Hyundai 3.9 5.8 1367 1853 524 4264 1778 1549 2617 1555 1562 4.1 5.1 4.9 5.2 4.5 6.4 125 Kia 3.8 5.3 1178 1669 527 4241 1767 1610 2649 1518 1513 4.0 5.0 4.9 5.0 4.6 5.9 120 Dacia 3.7 5.6 1266 1766 548 4268 1764 1481 2586 1503 1491 3.9 5.1 4.8 4.7 4.1 5.8 114 Seat 4.2 6.7 1773 2312 567 4639 1866 1582 2777 1605 1587 4.4 5.2 5.0 4.7 4.3 5.8 122 Volvo5657AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242015Passenger carsPayload kgLength mmWidth mmHeight mmWheelbase mmFront track mmRear track mmFootprint m2SeatsDoorsFuel consumption(NEDC)l/100 kmFuel consumption(extra-urban)l/100 kmFuel consumption(urban)l/100 kmCO2(NEDC)g/kmEU-28 13,699,408 100 27,987 190 52 1.5 0.6 0.4 1.5 0 25 80 7 13 40 40 60 93 1599Germany 3,205,919 23 30,775 199 48 0.6 0.3 0.4 0.3 0 31 72 11 17 54 31 69 106 1721UK 2,633,503 19 32,212 193 48 1.7 0.7 0.4 0 0 31 77 10 13 36 36 64 98 1642France 1,885,568 14 25,360 184 57 2.2 0.2 0.9 0.1 0 24 88 5 7 36 37 63 83 1493Italy 1,583,616 12 22,960 179 56 1.6 0.1 0.1 11.3 0 14 85 4 11 11 42 58 77 1479Spain 1,034,232 8 24,599 187 63 1.8 0.1 0.1 0 0 12 88 4 8 37 52 48 85 1566EU-13 1,007,491 7 21,471 190 42 1.0 0 0.1 0.7 0.1 19 83 2 15 38 59 41 92 1587Belgium 501,066 4 26,626 188 60 1.5 0.3 0.3 0.1 0 11 83 9 7 39 42 58 89 1583Netherlands 452,388 3 28,365 188 29 3.3 8.9 0.8 0.2 0 26 86 7 7 43 36 64 87 1455Sweden 345,106 3 31,813 199 58 2.5 1.6 0.9 1.5 0.4 53 62 4 34 57 40 60 110 1802Austria 308,555 2 28,889 189 58 0.7 0.3 0.6 0.2 0 17 74 4 22 38 40 60 91 1626Denmark 207,389 2 34,481 182 31 1.1 0.1 2.2 0 0 18 92 5 3 29 54 46 81 1377Portugal 178,503 1 27,597 187 68 1.7 0.3 0.3 0.4 0 16 87 11 2 18 49 51 81 1486Ireland 124,945 1 29,897 186 71 1.2 0.1 0.4 0.1 0 15 90 5 5 26 64 35 82 1570Finland 108,849 1 32,259 196 36 2.6 0.4 0.2 0.1 0.2 49 78 4 18 52 43 57 97 1593Greece 75,805 1 21,553 176 63 1.1 0.1 0 0.3 0 12 91 5 4 5 57 43 71 1385Luxembourg 46,473 0 33,024 203 71 0.8 0.2 0.2 0 0 72 64 10 26 64 38 62 116 1865Turkey 725,596 23,452 187 62 0.1 0 0 0 0 51 90 6 5 50 52 48 83 1485 Switzerland 323,762 39,160 203 39 1.8 0.9 1.0 0.3 0 45 54 5 40 59 35 65 120 1802Norway 150,684 41,379 187 41 7.1 5.3 17.1 0 0 58 57 5 38 56 41 59 103 1742VW 1,657,492 12 28,033 196 55 0 1.2 0.2 1.4 0.1 26 90 0 10 65 30 70 91 1573Ford 1,012,036 7 24,153 185 45 0.1 0.1 0 1.6 0 10 95 1 5 41 31 68 86 1458Renault 950,132 7 21,364 177 57 0 0 1.7 0.7 0 13 89 10 1 23 53 47 73 1311Peugeot 824,774 6 22,850 184 59 0.6 0 0.1 0.3 0 14 99 0 1 34 39 61 77 1440Audi 737,770 5 41,316 217 72 0 1.3 0 0.4 0 51 63 0 37 73 14 86 130 1976BMW 713,489 5 46,357 222 78 0 1.1 0.6 0 0 60 12 56 33 100 20 80 140 2109Mercedes-Benz 712,503 5 45,651 218 72 1.2 0.9 0.2 0.2 0 65 40 41 19 98 14 86 128 2069Opel 654,116 5 21,749 187 37 0 0 0 3.9 0 9 96 0 4 6 34 66 85 1463Fiat 644,760 5 17,815 168 35 0 0 0 9.4 0 4 94 0 6 0 37 63 65 1343Citron 603,502 4 22,295 179 58 0.2 0 0.1 0.1 0 15 99 0 1 26 49 51 74 1430koda 588,940 4 21,995 194 46 0 0 0 1.1 0 17 91 0 9 72 44 56 84 1473Nissan 540,455 4 25,541 180 49 0 0 2.4 0.8 0 14 95 0 5 61 68 32 83 1396Toyota 537,206 4 22,392 174 23 26.9 0.2 0 0 0 35 93 0 7 3 65 35 73 1499Hyundai 456,084 3 21,509 175 42 0 0 0 1.0 0 9 91 0 8 27 53 47 79 1466Kia 377,039 3 22,510 177 46 0.1 0 1.3 1.2 0 11 91 0 9 40 80 20 83 1500Dacia 369,703 3 12,982 168 49 0 0 0 5.8 0 0 90 0 10 13 60 40 69 1288Seat 327,652 2 21,816 192 42 0 0 0 1.2 0 10 98 0 2 64 54 46 84 1454Vauxhall 269,767 2 24,540 186 31 0 0 0 0 0 10 99 0 1 2 21 79 83 1499Volvo 268,653 2 41,856 205 88 0 3.4 0 0.2 0 56 69 0 31 96 30 70 125 2017Total new sales/registrationsTotal new sales/registrations%Price EUR incl.taxTop speed km/hDiesel%Hybrid(excl.plug-in hybrid)%Plug-in hybridttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Flex-Fuel(ethanol/gasoline)%Automatic%Front drive%Rear drive%4-wheel drive%Direct injection(non-diesel)%Euro5%Euro6%Engine power KWEngine size ccmNumber of cylindersNumber of gearsMass in running order kgGross weight kg 3.9 5.8 1385 1870 528 4294 1782 1536 2629 1529 1526 4.0 5.0 4.7 4.9 4.3 6.0 120 EU-28 4.0 6.0 1460 1962 543 4382 1796 1545 2671 1540 1536 4.1 5.0 4.7 5.2 4.5 6.4 127 Germany 3.9 5.9 1392 1870 521 4281 1781 1522 2621 1530 1527 4.0 5.0 4.6 5.0 4.3 6.1 121 UK 3.8 5.7 1316 1801 543 4220 1779 1541 2610 1520 1518 4.0 5.0 4.8 4.5 4.0 5.4 111 France 3.8 5.6 1302 1755 494 4128 1753 1545 2553 1508 1505 3.9 4.8 4.8 4.8 4.2 5.8 116 Italy 3.9 5.7 1370 1847 513 4285 1785 1532 2620 1529 1525 4.0 5.0 4.8 4.7 4.1 5.7 116 Spain 4.0 5.8 1375 1879 544 4378 1786 1544 2647 1531 1528 4.1 5.0 4.8 5.2 4.5 6.5 127 EU-13 3.9 5.7 1406 1906 568 4353 1791 1546 2657 1536 1534 4.1 5.0 4.7 4.7 4.2 5.7 117 Belgium 3.7 5.6 1335 1795 505 4244 1760 1511 2612 1519 1514 4.0 4.9 4.8 4.3 4.0 5.5 102 Netherlands 4.1 6.1 1567 2063 525 4511 1814 1549 2708 1557 1551 4.2 5.1 4.9 5.2 4.5 6.3 127 Sweden 3.9 5.8 1442 1943 540 4366 1792 1562 2656 1535 1533 4.1 5.1 4.8 5.0 4.4 6.0 123 Austria 3.6 5.5 1256 1709 481 4143 1738 1507 2577 1500 1496 3.9 4.9 4.9 4.6 4.0 5.6 108 Denmark 3.8 5.7 1333 1798 500 4256 1766 1499 2611 1520 1517 4.0 4.9 4.8 4.2 3.8 5.1 106 Portugal 3.9 5.8 1382 1871 531 4371 1788 1525 2647 1538 1533 4.1 5.0 4.7 4.5 4.0 5.4 114 Ireland 3.9 6.1 1436 1924 529 4439 1793 1524 2677 1544 1539 4.1 5.1 4.9 5.1 4.5 6.3 124 Finland 3.7 5.4 1233 1688 492 4084 1736 1501 2545 1500 1496 3.8 4.9 4.8 4.3 3.8 5.1 106 Greece 4.1 7.0 1510 2016 538 4381 1803 1541 2677 1546 1545 4.1 4.9 4.7 5.1 4.4 6.2 127 Luxembourg4.0 5.8 1342 1824 518 4381 1784 1502 2650 1534 1530 4.1 5.0 4.5 4.8 4.2 5.8 118 Turkey 4.1 6.1 1505 1985 516 4378 1796 1550 2661 1541 1538 4.1 5.1 4.7 5.6 4.8 7.0 135 Switzerland 4.0 5.2 1528 1993 522 4434 1801 1543 2675 1545 1539 4.1 5.1 4.9 4.9 4.5 6.0 99 Norway 3.9 3.9 1394 1918 586 4340 1782 1537 2645 1525 1511 4.0 5.0 4.7 4.8 4.3 5.9 119 VW 3.7 3.7 1347 1886 563 4291 1803 1559 2616 1532 1527 4.0 5.1 4.7 4.9 4.2 6.0 119 Ford 3.8 3.8 1264 1762 545 4192 1773 1542 2633 1520 1518 4.0 5.0 5.0 4.4 4.0 5.3 106 Renault 3.6 3.6 1290 1734 492 4186 1784 1511 2591 1508 1509 3.9 5.0 4.8 4.2 3.7 5.0 104 Peugeot 4.3 4.3 1587 2077 519 4510 1828 1469 2710 1563 1553 4.2 4.9 4.6 5.0 4.5 6.1 127 Audi 4.3 4.3 1641 2143 563 4591 1826 1496 2795 1569 1593 4.4 4.9 4.5 5.0 4.5 6.1 127 BMW 4.3 4.3 1652 2204 568 4622 1821 1512 2806 1580 1568 4.4 5.0 4.5 5.1 4.4 6.3 127 Mercedes-Benz 3.9 3.9 1409 1872 496 4298 1785 1554 2595 1517 1519 3.9 5.1 4.7 5.2 4.4 6.5 124 Opel 3.8 3.8 1203 1594 472 3896 1698 1575 2461 1464 1458 3.6 4.5 4.3 5.1 4.3 6.3 122 Fiat 3.6 3.6 1254 1730 527 4147 1756 1553 2590 1503 1504 3.9 5.1 4.8 4.3 3.8 5.1 106 Citron 3.8 3.8 1273 1769 540 4364 1763 1491 2592 1491 1485 3.9 4.9 5.0 4.7 4.1 5.8 115 koda 3.8 3.8 1353 1795 494 4262 1767 1578 2608 1535 1536 4.0 5.1 5.0 4.8 4.3 5.8 114 Nissan 3.8 3.8 1263 1692 469 4145 1728 1515 2557 1500 1495 3.8 4.9 4.9 4.5 4.0 5.4 108 Toyota 3.8 3.8 1334 1784 494 4197 1765 1543 2591 1545 1548 4.0 5.0 5.0 5.3 4.5 6.5 128 Hyundai 3.9 3.9 1345 1813 492 4228 1771 1547 2603 1549 1553 4.0 5.1 4.9 5.3 4.6 6.5 128 Kia 3.8 3.8 1177 1665 531 4244 1767 1607 2649 1517 1512 4.0 5.0 4.9 5.2 4.6 6.2 124 Dacia 3.8 3.8 1255 1737 519 4244 1756 1475 2576 1497 1486 3.8 5.0 4.7 4.8 4.1 5.9 116 Seat 4.0 4.0 1402 1813 482 4292 1785 1537 2594 1519 1519 3.9 5.1 4.5 5.3 4.5 6.7 128 Vauxhall 4.3 4.3 1744 2260 542 4616 1857 1568 2759 1594 1580 4.4 5.1 5.0 4.7 4.3 5.8 123 Volvo5859AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242023Light commercial vehiclesWheelbase mmWheeltrack mmFootprint m2CO2(WLTP)g/kmTotal new sales/registrationsTotal new sales/registrations%Diesel%Full hybrid(excl.plug-in hybrid)Plug-in hybridttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Engine power KWEngine size ccmMass in running order kgEU-27 1,257,340 100 83 0.7 0.1 6.8 1.4 100 1911 1917 3159 1622 5.1 184France 258,533 21 78 1.7 0.1 7.3 1.0 97 1834 1814 178Germany 245,337 20 85 0 0 7.8 1.2 109 2021 2038 198Italy 184,275 15 80 1.7 0.5 3.2 3.4 95 1846 1860 182EU-12/13 149,869 12 89 0.1 0 3.1 1.2 105 2008 2030 2819 1552 4.4 197Spain 104,903 8 90 0.1 0.1 4.2 0.4 88 1766 1776 172Belgium 67,365 5 88 0.1 0.1 4.5 0.2 109 1979 1998 203Netherlands 63,997 5 81 0 0 14.4 1.5 99 1962 1936 3273 1645 5.4 170Sweden 49,479 4 73 0 0 19.3 5.4 106 1921 1944 3208 1627 5.2 146Austria 29,736 2 82 0 0 10.6 0.1 93 1904 1917 3223 1638 5.3 176Ireland 26,124 2 95 0.1 0.1 3.3 0 102 1948 1909 189Portugal 25,828 2 91 0 0 8.5 0.1 88 1700 1677 3030 1595 4.8 157Denmark 25,776 2 81 1.2 1.6 11.2 0 109 1965 2066 3249 1649 5.4 176Finland 10,915 1 83 0.2 0.1 14.4 0.1 107 1965 2011 176Greece 10,030 1 80 1.0 0 9.8 0.5 103 1893 1797 172Luxembourg 5,173 0 89 0 0 7.3 0.1 97 1945 1918 187Norway 27,999 68 0 0.4 30.1 0 121 2042 1986 141Iceland 1,923 69 0 0 17.9 0.1 103 1897 1843 158Renault 208,942 18 84 2.0 0 5.6 0.4 92 1904 1845 3198 1598 5.1 180Ford 178,526 15 83 0.1 0.1 3.1 1.6 108 1906 2070 3110 1645 5.1 205VW 136,045 12 90 0 0.2 6.1 0.3 105 1996 1962 3171 1632 5.2 182Mercedes-Benz 124,408 11 90 0 0 8.3 0 109 1889 2223 3393 1669 5.7 205Peugeot 119,164 10 82 0 0.1 11.3 0 92 1721 1716 3066 1608 4.9 162Fiat 109,166 9 92 0 0 2.7 0 91 1797 1797 3209 1644 5.3 183Citron 101,580 9 84 0 0 7.9 0 90 1706 1689 3061 1611 4.9 161Opel/Vauxhall 69,854 6 82 0 0 14.7 0 93 1786 1781 3090 1609 5.0 162Toyota 67,207 6 82 5.1 0.1 7.1 1.6 110 2132 1897 2940 1562 4.6 188Iveco 31,869 3 98 0 0 0 1.6 114 2615 2491 3612 1682 6.1 2276061AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242021Light commercial vehicles2022Light commercial vehiclesWheelbase mmWheelbase mmWheeltrack mmWheeltrack mmFootprint m2Footprint m2CO2(WLTP)g/kmCO2(WLTP)g/kmTotal new sales/registrationsTotal new sales/registrationsTotal new sales/registrations%Total new sales/registrations%Diesel%Diesel%Full hybrid(excl.plug-in hybrid)Full hybrid(excl.plug-in hybrid)Plug-in hybrid%Plug-in hybridttery electric/fuel cellttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Natural gas(mono-/bivalent,incl.LPG)%Engine power KWEngine power KWEngine size ccmEngine size ccmMass in running order kgMass in running order kgEU-27 1,275,832 100 90 0.3 0.1 2.9 1.4 96 1916 1907 3254 1640 5.3 196France 296,054 23 90 0.8 0.2 2.8 0.5 92 1847 1803 3173 1629 5.2 189Germany 252,879 20 89 0.1 0.1 4.7 1.1 104 2033 2028 3379 1664 5.6 208Italy 161,089 13 83 0.6 0.2 2.1 5.1 89 1831 1846 3090 1617 5.0 186EU-12/13 149,951 12 94 0 0 0.9 0.5 101 1981 1994 3433 1654 5.7 207Spain 86,036 7 92 0 0 1.9 2.5 87 1805 1790 3134 1611 5.0 183Belgium 69,738 5 93 0 0.1 1.0 1.0 103 1955 1955 3314 1652 5.5 206Netherlands 60,974 5 92 0 0.1 4.6 1.5 96 1969 1927 3291 1649 5.4 192Austria 57,151 4 93 0 0 4.0 0.2 100 2013 2040 3342 1666 5.6 210Sweden 34,903 3 87 0 0.2 7.3 3.5 100 1903 1909 3200 1619 5.2 180Denmark 28,092 2 89 0.6 1.0 4.6 0 100 1891 1944 3242 1651 5.4 180Ireland 27,911 2 96 0 0.1 2.3 0 97 1938 1917 3268 1641 5.4 191Portugal 25,379 2 99 0 0 1.1 0 86 1701 1646 3036 1589 4.8 172Finland 11,614 1 94 0.1 0.3 2.6 0.1 101 1953 2011 3363 1669 5.6 201Greece 10,029 1 91 0.1 0 1.0 1.6 97 1831 1774 3021 1574 4.8 189Luxembourg 4,032 0 95 0 0.1 2.2 0.1 95 1897 1869 3275 1646 5.4 203Norway 30,718 82 0 0.8 16.1 0 109 1927 1973 3117 1613 5.0 166Iceland 1,113 88 0 0 5.9 0.2 105 1972 2001 3144 1598 5.0 191Renault 212,719 18 90 1.0 0.2 4.7 0.2 87 1896 1792 3311 1618 5.4 189Ford 177,492 15 91 0 0.5 0 0.2 104 1875 2106 3191 1672 5.3 202Peugeot 138,949 12 94 0 0 2.6 0 91 1800 1736 3192 1654 5.3 183Mercedes-Benz 122,333 10 96 0 0 4.2 0 108 2010 2239 3571 1688 6.0 223VW 120,723 10 95 0 0 1.7 0.8 98 1965 1971 3296 1658 5.5 199Fiat 120,139 10 91 0 0 0.5 4.3 90 1835 1825 3214 1639 5.3 201Citron 112,999 10 94 0 0 1.8 0 88 1767 1706 3161 1648 5.2 180Opel/Vauxhall 64,191 5 93 0 0 4.0 0 91 1834 1768 3297 1633 5.4 184Toyota 56,034 5 90 3.0 0.1 3.0 0 106 2103 1881 3038 1571 4.8 196Iveco 30,610 3 98 0 0 0 1.6 111 2522 2532 3661 1687 6.2 279Nissan 26,029 2 88 0 0 10.4 0.1 105 2054 1900 3201 1599 5.1 192EU-27 1,064,669 100 86 0.5 0.2 5.0 1.2 98 1894 1910 3243 1636 5.3 188France 248,697 23 86 1.3 0.2 4.7 0.7 95 1876 1876 3225 1636 5.3 191Germany 218,506 21 86 0.1 0.1 7.8 1.2 107 2013 2047 3387 1666 5.6 198Italy 142,204 13 76 0.9 0.4 2.7 4.5 89 1749 1760 2998 1590 4.8 174EU-12/13 122,684 12 92 0 0 2.1 0.4 102 1951 1984 3426 1651 5.7 203Spain 78,031 7 91 0.2 0.2 2.9 0.5 87 1789 1799 3116 1607 5.0 176Belgium 54,440 5 90 0 0.2 3.2 0.2 106 1942 1966 3313 1652 5.5 199Netherlands 53,456 5 88 0 0.1 8.0 1.5 95 1939 1926 3264 1647 5.4 181Sweden 34,044 3 78 0 0.7 14.0 3.7 100 1873 1892 3170 1622 5.1 160Denmark 25,350 2 84 1.0 1.4 7.1 0 103 1895 2105 3262 1658 5.4 173Ireland 22,552 2 96 0 0 2.2 0 101 1960 1929 3228 1646 5.3 191Austria 21,295 2 83 0 0 9.4 0.3 92 1877 1910 3195 1641 5.2 176Portugal 20,609 2 96 0 0 3.9 0.2 88 1719 1693 3034 1595 4.8 165Finland 9,733 1 90 0.2 0.2 6.0 0.1 102 1958 1999 3372 1667 5.6 191Greece 9,539 1 91 0.5 0.2 1.7 0.4 95 1740 1722 2969 1562 4.6 178Luxembourg 3,529 0 93 0 0 4.0 0.1 95 1896 1897 3292 1651 5.4 191Norway 27,702 75 0 0.8 23.3 0.1 116 2002 1946 3105 1620 5.0 152Iceland 1,564 78 0 0 11.1 0.2 103 1905 1856 3076 1578 4.9 174Renault 177,780 18 87 1.6 0.1 4.7 0.2 91 1932 1871 3366 1629 5.5 196Ford 154,978 16 88 0.1 0.4 1.2 1.1 104 1859 2067 3178 1665 5.3 200Mercedes-Benz 118,378 12 93 0 0 5.6 0 109 1906 2227 3543 1686 6.0 212VW 104,648 11 93 0 0.2 3.0 0.3 98 1953 1940 3298 1660 5.5 188Peugeot 99,277 10 88 0 0.1 6.9 0 93 1786 1749 3190 1647 5.3 171Fiat 91,304 9 86 0 0 3.2 1.2 82 1611 1644 3002 1579 4.7 162Citron 86,123 9 88 0 0 5.8 0 89 1733 1698 3128 1635 5.1 165Opel/Vauxhall 55,469 6 86 0 0 11.4 0 92 1811 1789 3249 1650 5.4 164Toyota 53,338 5 85 4.5 0.1 5.6 0 108 2084 1873 3031 1574 4.8 187Iveco 22,930 2 98 0 0 0 1.8 113 2549 2427 3654 1691 6.2 2726263AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242020Light commercial vehiclesWheelbase mmWheeltrack mmFootprint m2CO2(WLTP)g/kmCO2(NEDC)g/kmTotal new sales/registrationsTotal new sales/registrations%Diesel%Hybrid excl.plug-in hybrid%Plug-in hybridttery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Automatic%Engine power KWEngine size ccmMass in running order kgEU-27 UK 1,653,233 100 93 0.1 0.1 1.9 1.1 11 97 1951 1922 3315 1646 5.5 160 204France 401,138 24 93 0.3 0.1 2.2 0.4 15 92 1878 1806 3206 1633 5.3 149 192United Kingdom 293,632 18 97 0 0.1 1.8 0 18 98 1975 1984 3273 1658 5.5 164 205Germany 266,717 16 92 0.1 0.1 3.0 0.9 2 105 2061 2048 3624 1671 6.1 172 217Italy 151,678 9 87 0.2 0 0.7 4.8 1 91 1863 1831 3139 1615 5.1 159 198EU-13 149,282 9 93 0 0 0.4 0.6 5 104 2057 2033 3468 1671 5.8 174 227Spain 83,517 5 91 0.1 0 2.0 2.9 3 89 1869 1841 3191 1620 5.2 153 197Belgium 72,455 4 93 0 0 0.5 1.4 2 90 1692 1666 2956 1649 4.6 136 167Netherlands 60,198 4 94 0 0.1 2.5 2.2 20 98 2017 1944 3328 1652 5.5 162 205Austria 39,802 2 95 0 0 1.9 0.2 4 102 2035 2018 3343 1663 5.6 171 215Sweden 31,033 2 89 0 0.3 6.4 2.5 66 103 1967 1920 3216 1619 5.2 153 190Denmark 30,675 2 93 0.4 0.5 1.5 0 6 102 1920 1914 3246 1652 5.4 157 200Portugal 27,576 2 99 0 0 0.9 0 7 89 1816 1748 3133 1595 5.0 145 184Ireland 21,351 1 95 0 0.1 3.4 0 15 92 1933 1897 3193 1631 5.3 155 193Finland 12,856 1 97 0.1 0.2 1.0 0.5 5 103 1994 2007 3298 1651 5.5 166 209Greece 6,875 0 92 0 0 0.2 2.6 0 91 1842 1705 2873 1571 4.4 148 187Luxembourg 4,448 0 97 0 0 1.4 0.1 3 100 1994 1954 3356 1660 5.6 164 211Turkey 152,319 71 96 0 0 0 3.8 14 89 1698 1721 2957 1569 4.7 148 182Norway 31,946 15 91 0 0.1 8.1 0.1 11 109 1979 1921 3167 1616 5.1 151 187Switzerland 29,111 14 90 0 0 2.6 0.4 33 103 2022 2010 3282 1649 5.4 172 212Iceland 1,003 1 89 0 0 4.9 0.5 53 104 1965 1927 3178 1602 5.1 160 201Ford 277,272 17 95 0 0.2 0 0 14 101 1937 2052 3228 1672 5.4 170 206Renault 231,531 14 93 0.1 0 5.0 0.1 6 87 1904 1812 3349 1627 5.5 152 203Mercedes-Benz 179,268 11 98 0 0 2.3 0 14 109 2108 2238 3683 1696 6.3 195 243VW 175,102 11 94 0 0 1.3 2.1 17 102 1994 1959 3384 1645 5.6 176 214Peugeot 171,342 10 96 0 0 0.8 0 9 89 1762 1682 3149 1644 5.2 132 177Citron 145,648 9 94 0 0 0.6 0 8 85 1716 1652 3135 1634 5.2 129 175Fiat 140,728 9 93 0 0 0 4.5 2 92 1925 1889 3398 1675 5.8 167 215Opel 58,818 4 96 0 0 0.3 0 4 91 1828 1773 3352 1635 5.5 144 198Iveco 51,102 3 97 0 0 0 2.5 5 112 2588 2413 3673 1697 6.2 230 296Toyota 48,483 3 94 2.3 0 0.2 0 14 100 2089 1930 3071 1563 4.8 158 209Nissan 34,369 2 83 0 0 15.9 0 23 105 2180 1955 3122 1589 5.0 178 2182019Light commercial vehiclesWheelbase mmWheeltrack mmFootprint m2Fuel consumption(NEDC)l/100 kmCO2(WLTP)g/kmCO2(NEDC)g/kmTotal new sales/registrationsTotal new sales/registrations%Diesel%Hybrid excl.plug-in hybrid%Plug-in/battery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Automatic%Engine power KWEngine size ccmMass in running order kgEU-28 2,002,929 100 93 0.1 1.3 1.3 9 95 1927 1874 3278 1631 5.4 6.1 160 194France 478,211 24 93 0.3 1.7 0.3 13 89 1834 1758 3157 1617 5.2 5.6 147 178United Kingdom 368,175 18 97 0 0.9 0 17 97 1967 1957 3263 1644 5.4 6.3 165 197Germany 303,988 15 92 0.1 2.1 0.8 2 103 2055 2003 3589 1658 6.0 6.6 174 210Italy 180,534 9 89 0.2 0.6 5.7 0 89 1838 1780 3104 1588 5.0 5.8 157 189EU-13 180,525 9 91 0 0.3 1.4 4 100 2023 1949 3432 1655 5.7 6.5 171 211Spain 110,025 5 93 0.1 1.4 4.4 3 85 1850 1785 3156 1604 5.1 5.7 153 182Belgium 82,285 4 91 0 0.4 1.6 1 83 1699 1478 2800 1642 4.3 5.3 138 160Netherlands 76,105 4 95 0 1.5 2.0 11 95 1963 1896 3295 1642 5.4 6.0 163 196Sweden 53,795 3 94 0 2.6 2.0 58 103 1959 1885 3212 1613 5.2 6.0 159 197Austria 45,417 2 95 0 1.1 0.2 1 100 2017 1969 3326 1653 5.5 6.5 171 205Portugal 38,454 2 99 0 0.6 0.1 5 84 1787 1671 3068 1580 4.9 5.4 142 166Denmark 32,742 2 94 0.6 0.8 0 3 100 1906 1886 3238 1643 5.4 6.0 159 195Ireland 24,946 1 98 0 1.3 0 8 88 1890 1831 3162 1618 5.2 5.9 155 184Finland 14,721 1 98 0 0.4 0.4 1 102 1965 1984 3343 1646 5.5 6.3 168 204Greece 7,994 0 93 0 0.1 2.2 0 93 1915 1705 2865 1551 4.3 5.5 152 190Luxembourg 5,012 0 96 0 1.7 0.2 1 96 1946 1892 3324 1646 5.5 6.1 161 193Turkey 84,257 53 98 0 0 0.9 12 88 1748 1714 2973 1568 4.7 5.6 150 186Norway 37,564 24 93 0 5.4 0.1 10 107 2003 1892 3146 1613 5.1 6.0 154 187Switzerland 35,935 23 86 0 1.6 0.3 30 103 2083 1957 3278 1631 5.4 6.6 173 205Iceland 1,390 1 88 0 3.4 1.0 41 96 1882 1834 3151 1591 5.0 6.0 157 196Ford 323,582 16 97 0.1 0 0 12 100 1992 2054 3217 1657 5.3 6.5 172 209Renault 302,243 15 94 0 3.7 0.1 5 82 1762 1734 3263 1608 5.3 5.6 145 180VW 222,596 11 94 0 0.2 2.1 15 101 2005 1910 3347 1642 5.5 6.4 172 208Peugeot 212,230 11 97 0 0.5 0 6 86 1731 1647 3133 1635 5.2 4.9 131 153Mercedes-Benz 197,819 10 99 0 0.5 0 12 109 2119 2166 3676 1683 6.2 7.3 193 235Citron 175,753 9 96 0 0.4 0 5 84 1709 1627 3124 1633 5.1 4.9 130 153Fiat 173,725 9 84 0 0 5.1 2 87 1821 1770 3283 1647 5.5 5.9 159 204Iveco 61,990 3 98 0 0 2.4 5 110 2581 2401 3727 1694 6.3 7.9 213 286Opel 61,822 3 98 0 0 0.3 1 88 1778 1777 3368 1632 5.5 5.7 152 177Nissan 52,835 3 88 0 10.5 0 26 107 2172 1945 3109 1518 4.7 6.3 159 224Toyota 49,489 2 94 3.9 0 0 17 103 2174 1959 3079 1563 4.8 6.3 168 2246465AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242018Light commercial vehiclesLength mmWidth mmWheelbase mmWheeltrack mmFootprint m2Fuel consumption(NEDC)l/100 kmCO2(NEDC)g/kmTotal new sales/registrationsTotal new sales/registrations%Diesel%Hybrid excl.plug-in hybrid%Plug-in/battery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Euro6%Automatic%Engine power KWEngine size ccmMass in running order kgEU-28 2,050,326 100 94 0.1 1.0 1.0 7 98 93 1909 1829 5192 1917 3219 1625 5.3 6.0 158France 457,259 22 94 0.2 1.8 0.2 11 98 88 1846 1740 4990 1900 3115 1613 5.1 5.6 147United Kingdom 358,751 17 98 0 0.3 0 14 100 96 1966 1971 5292 1935 3232 1646 5.3 6.3 167Germany 284,352 14 91 0.1 2.0 0.6 2 100 102 2050 1930 5679 1959 3562 1656 5.9 6.7 173Spain 214,221 10 90 0 0.9 1.8 0 99 83 1729 1697 4872 1879 3019 1584 4.8 5.4 142EU-13 175,494 9 92 0 0.2 1.3 3 98 99 2022 1871 5391 1943 3354 1651 5.6 6.4 168Italy 175,378 9 92 0.2 0.4 4.8 0 98 87 1823 1716 4975 1883 3072 1595 5.0 5.8 152Belgium 78,996 4 90 0 0.3 1.1 1 97 83 1742 1839 5210 1926 3233 1632 5.3 6.2 163Netherlands 78,852 4 96 0 0.8 2.0 5 100 92 1938 1840 5221 1928 3240 1635 5.3 6.1 161Sweden 56,625 3 95 0 1.3 1.9 52 100 101 1972 1853 5155 1899 3201 1613 5.2 6.1 160Austria 45,356 2 94 0 1.0 0.2 1 99 98 2006 1906 5313 1938 3281 1647 5.4 6.4 168Portugal 39,282 2 99 0 0.6 0 1 88 82 1790 1652 4883 1859 3012 1570 4.8 5.3 141Denmark 33,789 2 94 1.2 0.4 0 2 99 98 1893 1833 5173 1928 3198 1639 5.3 6.0 157Ireland 24,871 1 99 0 0.3 0 12 98 93 1932 1833 5038 1907 3076 1616 5.0 5.9 155Finland 15,543 1 98 0.1 0.3 0.3 1 100 102 1973 1942 5265 1935 3242 1644 5.4 6.3 167Greece 6,926 0 96 0 0.2 1.3 0 93 89 1944 1753 4891 1839 2983 1558 4.7 5.8 154Luxembourg 4,631 0 97 0 0.8 0.1 0 100 96 1958 1872 5291 1938 3301 1642 5.5 6.2 164Turkey 125,911 62 100 0 0 0 12 89 88 1792 1699 4875 1889 2986 1572 4.7 5.6 149Norway 37,059 18 93 0 4.8 0.1 5 100 104 2027 1847 5044 1898 3107 1612 5.0 6.0 153Switzerland 37,108 18 89 0 0.7 0.5 29 96 102 2064 1963 5308 1934 3275 1642 5.4 6.8 177Iceland 1,894 1 89 0 2.2 0.4 37 100 96 1911 1812 5077 1873 3103 1586 4.9 6.1 158Ford 341,032 17 96 0 0 0 9 99 97 1991 2022 5327 1964 3205 1662 5.4 6.4 170Renault 294,909 14 95 0 3.0 0.1 3 98 81 1739 1728 5049 1918 3258 1610 5.3 5.7 151VW 234,793 11 93 0 0.1 1.6 13 100 99 2003 1839 5311 1910 3304 1628 5.4 6.2 164Peugeot 226,608 11 96 0 0.6 0 3 99 83 1717 1685 4850 1892 3016 1614 4.9 4.9 130Citron 200,509 10 95 0 0.5 0 3 99 81 1695 1666 4857 1886 3010 1611 4.9 5.0 131Mercedes-Benz 181,110 9 99 0 0 0.1 10 100 106 2067 2009 5817 1952 3604 1673 6.1 7.2 191Fiat 178,591 9 90 0 0 3.7 1 98 87 1824 1676 5019 1918 3237 1641 5.4 5.8 153Opel 60,752 3 95 0 0 1.0 0 98 88 1721 1791 5269 1949 3369 1622 5.5 6.2 164Iveco 60,534 3 98 0 0 1.6 5 93 109 2570 2254 6301 2018 3593 1675 6.0 7.9 210Nissan 58,640 3 93 0 5.3 0 17 100 107 2108 1928 5135 1845 3123 1569 4.9 6.6 175Toyota 51,412 3 95 3.1 0 0.1 13 99 102 2167 1940 5097 1863 3038 1563 4.7 6.5 1692017Light commercial vehiclesLength mmWidth mmWheelbase mmWheeltrack mmFootprint m2Fuel consumption(NEDC)l/100 kmCO2(NEDC)g/kmTotal new sales/registrationsTotal new sales/registrations%Diesel%Hybrid excl.plug-in hybrid%Plug-in/battery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Euro6%Automatic%Engine power KWEngine size ccmMass in running order kgEU-28 1,987,301 100 95 0.1 0.8 0.7 6 93 91 1891 1798 5158 1912 3188 1621 5.2 5.9 156France 437,335 22 96 0.1 1.4 0.2 9 92 85 1827 1703 4965 1892 3075 1607 5.0 5.5 144United Kingdom 363,087 18 99 0 0.3 0 11 96 94 1947 1913 5261 1929 3215 1641 5.3 6.2 165Germany 269,648 14 93 0 1.8 0.5 1 94 100 2034 1918 5646 1956 3541 1651 5.9 6.6 171Spain 198,834 10 94 0 0.5 0.3 0 95 81 1720 1674 4854 1877 2988 1581 4.8 5.4 141Italy 186,196 9 92 0.2 0.2 3.7 0 90 86 1746 1684 4921 1878 3039 1591 4.9 5.6 149EU-13 159,268 8 93 0 0.1 0.5 3 91 97 2018 1859 5325 1939 3298 1648 5.5 6.3 166Belgium 77,280 4 94 0 0.1 0.8 1 86 85 1726 1818 5214 1925 3222 1632 5.3 6.1 162Netherlands 73,471 4 96 0 0.7 1.7 14 93 91 1920 1819 5181 1926 3246 1629 5.3 6.0 160Sweden 55,329 3 96 0 0.8 1.9 42 96 99 1952 1823 5098 1896 3120 1606 5.0 6.0 158Austria 41,670 2 95 0 0.6 0.2 1 89 97 2003 1885 5292 1934 3264 1643 5.4 6.4 168Portugal 38,523 2 99 0 0.6 0 0 83 82 1785 1651 4888 1866 3010 1575 4.8 5.4 142Denmark 35,878 2 94 1.4 0.1 0.1 4 96 98 1886 1801 5138 1920 3166 1631 5.2 5.9 155Ireland 23,754 1 100 0 0.2 0 8 88 89 1917 1820 5053 1905 3079 1615 5.0 5.9 156Finland 15,540 1 99 0.1 0.3 0.3 2 81 101 1963 1904 5221 1928 3216 1637 5.3 6.2 164Greece 6,639 0 98 0 0.0 0.7 0 87 92 1919 1713 4828 1828 2943 1550 4.6 5.8 154Luxembourg 4,849 0 97 0 0.8 0 1 92 95 1963 1860 5295 1940 3293 1644 5.5 6.2 164Turkey 217,312 74 100 0 0 0 7 53 83 1792 1670 4841 1883 2951 1567 4.7 5.6 149Norway 35,828 12 96 0 2.1 0.1 5 96 103 2004 1833 5040 1898 3105 1610 5.0 6.0 155Switzerland 36,779 13 90 0 0.5 0.5 27 85 102 2071 1943 5291 1931 3256 1639 5.4 6.8 177Iceland 2,067 1 89 0 0.8 1.0 27 96 94 1903 1795 5054 1868 3077 1581 4.9 6.1 158Ford 318,818 16 96 0 0 0 7 96 95 1962 1949 5274 1958 3175 1657 5.3 6.2 166Renault 289,236 15 97 0 1.7 0 2 84 80 1719 1675 5041 1914 3192 1608 5.2 5.5 147VW 224,975 11 95 0 0 1.3 13 89 96 1999 1842 5197 1897 3226 1614 5.2 6.1 160Peugeot 218,222 11 97 0 0.6 0 3 96 80 1698 1659 4808 1884 2989 1607 4.8 4.9 130Citron 193,431 10 96 0 0.5 0 4 98 79 1679 1647 4836 1879 2979 1605 4.8 4.9 130Fiat 182,302 9 94 0 0 2.6 1 91 88 1845 1707 5010 1921 3240 1645 5.4 5.8 152Mercedes-Benz 179,080 9 99 0 0 0.4 11 99 104 2042 2004 5820 1953 3612 1673 6.1 7.2 191Nissan 64,909 3 94 0 4.9 0 14 96 106 2108 1883 5172 1844 3094 1566 4.9 6.6 176Opel 64,728 3 96 0 0 0.8 0 93 87 1699 1738 5247 1947 3356 1619 5.5 6.2 163Iveco 57,841 3 99 0 0 0.7 5 87 108 2557 2255 6337 2010 3598 1676 6.0 7.9 209Toyota 47,258 2 95 3.2 0 0 14 99 102 2162 1937 5094 1857 3035 1558 4.7 6.5 1706667AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/242016Light commercial vehiclesLength mmWidth mmWheelbase mmWheeltrack mmFootprint m2Fuel consumption(NEDC)l/100 kmCO2(NEDC)g/kmTotal new sales/registrationsTotal new sales/registrations%Diesel%Hybrid excl.plug-in hybrid%Plug-in/battery electric/fuel cell%Natural gas(mono-/bivalent,incl.LPG)%Euro6%Automatic%Engine power KWEngine size ccmMass in running order kgEU-28 1,915,122 100 96 0.1 0.6 0.8 5 63 88 1913 1780 5148 1909 3178 1617 5.2 6.1 162France 408,332 21 97 0.1 1.3 0.2 8 71 83 1844 1665 4965 1887 3070 1601 5.0 5.7 148United Kingdom 375,735 20 100 0 0.3 0 8 52 91 1983 1888 5253 1927 3213 1638 5.3 6.5 174Germany 257,385 13 95 0.1 0.9 0.5 1 66 97 2054 1921 5631 1953 3529 1648 5.9 6.8 179Italy 195,631 10 93 0.1 0.3 5.3 0 58 83 1793 1648 4880 1876 3006 1580 4.8 5.7 151Spain 172,156 9 95 0 0.5 0.2 0 75 78 1731 1664 4849 1875 2979 1577 4.7 5.5 144EU-13 154,413 8 94 0 0.1 0.4 2 52 95 2072 1845 5316 1936 3289 1647 5.5 6.6 175Netherlands 70,460 4 97 0 0.4 1.3 11 67 87 1927 1797 5168 1921 3212 1624 5.2 6.2 165Belgium 69,067 4 95 0 0.1 0.6 1 81 76 1642 1817 5209 1924 3213 1633 5.3 6.1 162Sweden 51,664 3 96 0 0.7 1.4 33 71 94 1928 1794 5068 1888 3119 1600 5.0 6.1 161Austria 37,303 2 96 0 1.2 0.3 1 54 94 2036 1877 5285 1933 3252 1641 5.4 6.6 173Denmark 36,606 2 93 1.2 0.1 0.1 6 69 95 1898 1768 5090 1911 3137 1624 5.1 6.0 158Portugal 34,890 2 100 0 0.2 0 0 55 78 1763 1623 4835 1857 2970 1567 4.7 5.5 147Ireland 27,762 1 100 0 0 0 10 60 86 1993 1818 5032 1903 3065 1614 5.0 6.1 163Finland 13,529 1 98 0 0.4 0.2 0 48 98 1983 1867 5239 1929 3229 1640 5.3 6.4 170Greece 5,645 0 98 0 0 0.4 0 75 87 1909 1699 4828 1826 2936 1548 4.6 5.8 154Luxembourg 4,544 0 98 0 0.4 0 0 53 92 1998 1858 5330 1944 3315 1646 5.5 6.5 173Turkey 210,243 75 100 0 0 6 12 82 1793 1677 4849 1886 2956 1568 4.7 5.7 151Norway 36,062 13 96 0 0.2 1 19 101 2031 1831 5020 1891 3083 1603 5.0 6.1 159Switzerland 33,939 12 90 0 0.5 15 35 99 2075 1913 5279 1929 3233 1636 5.3 7.0 182Iceland 1,752 1 84 0 1.5 18 0 87 1857 1697 4943 1854 3029 1573 4.8 6.1 157Ford 306,246 16 98 0 0 0.1 4 50 91 2031 1921 5265 1962 3176 1658 5.3 6.5 172Renault 282,496 15 98 0 1.5 0 2 63 78 1719 1651 5047 1912 3201 1605 5.2 5.6 148VW 217,981 11 97 0 0 1.0 9 70 91 1939 1828 5159 1893 3192 1605 5.1 6.2 165Fiat 193,977 10 94 0 0 4.3 1 61 85 1849 1645 4965 1913 3205 1636 5.3 6.0 157Peugeot 193,813 10 98 0 0.4 0 2 61 78 1746 1650 4808 1880 2970 1601 4.8 5.3 140Citron 175,614 9 98 0 0.3 0 2 65 76 1727 1640 4830 1874 2973 1600 4.8 5.3 141Mercedes-Benz 166,797 9 99 0 0 0.4 9 100 102 2045 1993 5842 1953 3618 1672 6.1 7.1 190Opel 63,674 3 96 0 0 1.2 0 56 84 1701 1733 5238 1943 3346 1616 5.4 6.1 163Nissan 62,728 3 94 0 4.7 0 13 76 106 2119 1875 5204 1838 3073 1563 4.8 6.7 178Iveco 56,846 3 99 0 0 1.0 3 25 104 2604 2230 6359 2010 3566 1674 6.0 8.3 222Vauxhall 37,729 2 100 0 0 0 0 42 80 1645 1689 5138 1943 3263 1614 5.3 6.0 1612015Light commercial vehiclesLength mmWidth mmWheelbase mmWheeltrack mmFootprint m2Fuel consumption(NEDC)l/100 kmCO2(NEDC)g/kmTotal new sales/registrationsTotal new sales/registrations%Diesel%Hybrid excl.plug-in hybrid%Natural gas(mono-/bivalent,incl.LPG)%Flex-Fuel(ethanol/gasoline)%Euro6%Automatic%Engine power KWEngine size ccmMass in running order kgEU-28 1,704,612 100 97 0 0.5 0 4 31 86 1904 1758 5115 1903 3177 1613 5.2 6.4 168France 377,407 22 97 0 0.1 0 6 34 80 1825 1630 4898 1879 3044 1595 4.9 5.8 151United Kingdom 373,120 22 100 0 0 0 6 27 88 1964 1839 5188 1917 3184 1627 5.2 6.7 179Germany 236,860 14 96 0.1 0.6 0 0 35 95 2044 1921 5634 1945 3558 1646 5.9 7.1 186Spain 154,848 9 97 0 0 0 0 35 76 1718 1619 4785 1869 2947 1573 4.7 5.6 149EU-13 132,305 8 93 0 0.5 0 1 23 92 2045 1807 5268 1929 3289 1644 5.4 6.8 179Italy 123,422 7 92 0.1 3.6 0 0 21 82 1758 1661 4920 1871 3096 1585 4.9 6.1 161Belgium 62,156 4 96 0 0.5 0 0 36 79 1670 1806 5164 1918 3208 1626 5.2 6.2 164Netherlands 57,689 3 97 0 1.3 0 9 34 86 1914 1795 5151 1917 3205 1623 5.2 6.4 172Sweden 44,786 3 95 0 1.6 0 29 33 93 1923 1792 5059 1887 3126 1600 5.0 6.5 171Austria 34,352 2 96 0 0.5 0 0 21 92 2003 1848 5237 1923 3232 1632 5.3 6.8 180Denmark 32,447 2 92 1.1 0 0 7 52 93 1883 1736 5037 1901 3115 1617 5.1 6.0 157Portugal 30,858 2 100 0 0 0 0 26 76 1746 1576 4748 1847 2917 1559 4.6 5.6 147Ireland 23,336 1 100 0 0 0 10 39 82 1979 1815 5007 1901 3047 1613 4.9 6.3 168Finland 11,435 1 99 0 0.2 0 7 30 97 2000 1890 5230 1928 3222 1639 5.3 6.8 179Greece 5,649 0 99 0 0.1 0 0 24 73 1866 1608 4697 1802 2885 1532 4.4 5.8 155Luxembourg 3,942 0 98 0 0.1 0 0 22 90 1984 1830 5282 1932 3288 1637 5.4 6.7 178Turkey 220,412 100 0 0 0 3 12 79 1755 1631 4808 1884 2960 1562 4.6 5.7 153 Switzerland 34,211 90 0 0.4 0 12 19 97 2067 1892 5265 1931 3241 1636 5.3 7.3 190Norway 33,291 96 0 0.1 0 1 35 97 2011 1807 4979 1883 3062 1599 4.9 6.4 166Renault 256,701 15 97 0 0 0 2 25 77 1723 1645 4981 1911 3155 1604 5.1 5.6 150Ford 252,085 15 98 0 0 0 2 21 88 2035 1838 5227 1957 3149 1656 5.2 6.6 175VW 192,364 11 97 0 1.0 0 8 17 89 1867 1888 5210 1894 3224 1610 5.2 6.8 181Peugeot 174,979 10 99 0 0 0 1 50 75 1739 1628 4765 1869 2943 1593 4.7 5.5 146Citron 169,082 10 99 0 0 0 2 28 73 1718 1595 4785 1866 2950 1591 4.7 5.6 149Fiat 163,652 10 94 0 2.6 0 1 4 85 1889 1659 4911 1902 3250 1627 5.2 6.2 163Mercedes-Benz 156,316 9 99 0 0.4 0 7 96 100 2041 1998 5870 1953 3638 1673 6.1 7.2 190Opel 55,903 3 97 0 1.1 0 0 25 83 1692 1705 5204 1940 3338 1617 5.4 6.2 163Iveco 48,758 3 99 0 1.1 0 1 0 103 2572 2148 6308 2008 3857 1691 6.5 8.4 225Nissan 45,620 3 93 0 0 0 10 44 98 2109 1764 5068 1825 3049 1556 4.8 7.2 192Vauxhall 41,737 2 100 0 0 0 0 29 81 1626 1673 5128 1942 3249 1614 5.3 6.1 1616869AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/24Heavy-duty trucksClass 9(62 rigid truck,gross vehicle weight 16 tonnes)2023Heavy-duty trucksClass 5(42 tractor trailer,gross vehicle weight 16 tonnes)CO2 regional delivery?CO2 regional delivery?EU-27 175,440 100 98 0 1 12,694 358 50.71 78.15EU-12 56,144 32 99 0 0 12,737 354 49.94 76.10Germany 39,572 23 98 1 1 12,567 359 51.30 79.45France 27,747 16 98 0 2 12,717 361 50.79 82.14Spain 18,508 11 99 0 1 12,794 364 50.73 82.22Italy 13,289 8 98 0 2 12,848 368 51.60 84.83Netherlands 8,045 5 98 2 0 12,524 344 50.43 55.25Belgium 5,349 3 99 0 1 51.32 76.64Austria 3,867 2 99 0 0 12,739 371 51.87 77.58Luxembourg 1,007 1 100 0 0 12,684 354 51.96 73.33Denmark 967 1 94 5 1 12,411 354 50.25 72.30Ireland 402 0 97 1 1 13,231 368 51.39 Sweden 246 0 70 25 5 12,641 401 48.71 50.20Greece 221 0 100 0 0 10,225 402 Finland 75 0 88 4 8 12,677 349 50.37 Portugal 1 0 100 0 0 7,698 235 49.96 80.54Switzerland 1,050 0 92 6 2 12,623 372 Turkey 700 100 0 0 12,435 United Kingdom 110 88 10 2 9,689 Iceland 25 92 8 0 9,598 274 Norway 16 88 13 0 11,921 361 Daimler Truck 33,437 19 100 0 0 12,537 344 52.17 83.27DAF 32,452 18 100 0 0 12,752 359 49.45 77.28Volvo Trucks 30,276 17 97 2 1 12,763 366 49.49 80.06MAN 25,623 15 100 0 0 12,399 363 51.89 78.40Scania 23,581 13 99 0 1 13,123 356 47.25 58.35Renault Trucks 13,538 8 100 0 0 12,675 362 51.21 83.74IVECO 12,381 7 90 0 10 12,661 365 55.08 81.62Ford 3,883 2 100 0 0 12,739 366 55.10 78.47Case New Holland 136 0 100 0 0 10,305 336 BMC 76 0 100 0 0 11,120 338 Terberg 14 0 86 14 0 6,859 171 Emoss 13 0 0 100 0 246 Liebherr 4 0 100 0 0 11,121 338 Tadano Faun 3 0 100 0 0 8,691 237 EU-27 38,411 100 93 2 5 11,770 329 58.69 104.85 Germany 11,634 30 96 2 3 12,062 336 58.54 101.65France 5,317 14 88 3 9 11,470 320 59.23 108.46EU-12 5,070 13 98 0 2 11,889 327 57.80 106.74Italy 4,939 13 99 0 1 11,710 338 59.72 113.84Sweden 3,005 8 80 3 18 12,610 357 58.44 97.85Spain 2,155 6 76 2 21 10,027 281 60.14 113.50Netherlands 1,659 4 92 7 1 11,531 311 57.81 96.12Austria 1,355 4 99 1 0 12,035 341 59.95 103.17Belgium 1,242 3 95 1 3 61.63 102.99Denmark 761 2 81 17 2 11,027 311 46.45 85.94Finland 754 2 92 1 8 12,238 342 58.52 102.77Ireland 211 1 91 3 6 9,314 264 62.22 109.71Portugal 159 0 97 1 2 10,908 303 65.80 107.55Luxembourg 136 0 99 1 0 12,066 332 55.89 Greece 14 0 100 0 0 12,260 United Kingdom 5,402 97 2 1 9,463 Norway 1,427 79 5 17 11,944 338 Switzerland 836 0 91 8 1 12,366 352 Iceland 19 68 5 26 11,498 332 Turkey 4 100 0 0 8,974 Daimler Truck 8,478 22 98 2 0 11,557 320 61.10 101.11 Volvo Trucks 6,500 17 92 2 5 12,149 346 58.25 107.08 Scania 6,141 16 87 2 11 12,607 334 54.96 95.36MAN 5,569 14 100 0 0 11,973 340 59.07 99.90IVECO 4,131 11 81 0 19 10,784 315 63.44 120.70Renault Trucks 3,787 10 88 5 7 10,895 312 58.61 115.01DAF 3,234 8 99 1 0 12,203 339 56.39 100.83Ford 138 0 100 0 0 9,482 251 65.39 123.63Astra 99 0 100 0 0 12,925 374 Hyundai 35 0 0 100 0 312 Dennis 28 0 93 7 0 7,698 240 Kamaz 16 0 100 0 0 6,700 211 Setra 12 0 100 0 0 VW 11 0 100 0 0 1,968 117 Diesel%Diesel%ZEV%ZEV%Natural gas%Natural gas%Engine size ccmEngine size ccmPower kWPower kWCO2 long-haul?CO2 long-haul?Total new sales/registrationsTotal new sales/registrationsTotal registrations%Total registrationsp71AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/24Heavy-duty trucksClass 9(62 rigid truck,gross vehicle weight 16 tonnes)2022Heavy-duty trucksClass 5(42 tractor trailer,gross vehicle weight 16 tonnes)CO2 regional delivery?CO2 regional delivery?EU-27 155,703 100 97 0 2 12,703 357 53.70 81.12EU-12 53,705 34 99 0 1 12,750 353 53.00 78.32Germany 30,488 20 97 0 3 12,589 356 54.21 84.31France 24,878 16 96 0 4 12,730 361 53.96 84.01Spain 16,627 11 97 0 3 12,771 363 53.71 84.76Italy 12,631 8 96 0 4 12,764 364 54.69 87.48Netherlands 7,278 5 97 0 3 12,550 340 53.55 64.27Belgium 4,603 3 97 0 3 54.01 79.26Austria 2,953 2 100 0 0 12,791 369 54.67 82.86Denmark 869 1 99 0 1 12,484 341 53.19 61.63Luxembourg 701 0 99 0 1 12,727 359 54.66 81.03Sweden 302 0 80 14 6 12,560 349 53.62 31.51Ireland 300 0 98 0 2 13,169 364 53.86 74.88Greece 252 0 100 0 0 9,965 471 Finland 70 0 70 0 30 12,677 333 53.92 Portugal 46 0 100 0 0 12,869 356 53.86 84.72Switzerland 834 0 98 1 1 12,624 363 United Kingdom 817 78 0 22 10,961 Turkey 199 100 0 0 12,529 Iceland 7 86 0 14 11,282 276 Norway 5 60 0 40 11,162 308 DAF 32,386 21 100 0 0 12,802 360 53.09 78.84Daimler Truck 31,511 20 100 0 0 12,613 344 55.52 86.77Volvo Trucks 27,301 18 98 0 2 12,734 361 52.31 83.23MAN 19,448 12 99 0 1 12,394 359 52.81 79.98Scania 16,423 11 96 0 4 13,148 355 50.70 63.18Renault Trucks 13,276 9 99 0 1 12,670 365 55.43 89.38IVECO 11,292 7 79 0 21 12,566 360 55.90 88.63Ford 3,813 2 100 0 0 12,741 367 57.44 77.73Case New Holland 138 0 100 0 0 10,592 345 BMC 62 0 100 0 0 11,120 338 Terberg 28 0 93 7 0 6,847 169 Emoss 10 0 0 100 0 250 EU-27 32,765 100 94 1 5 11,811 328 61.74 109.42 Germany 9,184 28 96 1 3 12,067 334 62.20 105.52France 5,272 16 91 1 8 11,494 321 62.10 113.78EU-12 4,653 14 96 0 4 11,904 325 60.94 108.55Italy 4,561 14 99 0 1 11,830 338 62.60 117.66Sweden 2,529 8 83 3 14 12,590 352 59.09 104.20Spain 1367 4 83 4 13 10,095 286 61.13 120.16Netherlands 1,300 4 94 4 2 11,582 312 60.28 102.60Belgium 1,152 4 99 1 0 63.86 106.60Austria 1,018 3 99 1 0 11,996 334 63.66 105.18Denmark 648 2 93 6 1 11,020 301 58.75 101.40Finland 612 2 92 0 8 12,245 343 61.62 106.26Ireland 187 1 87 2 11 9,160 258 64.08 116.21Portugal 140 0 99 1 0 11,491 317 62.98 111.04Luxembourg 118 0 100 0 0 12,233 340 62.41 108.90Greece 24 0 100 0 0 12,296 295 United Kingdom 4,189 99 1 0 9,293 Norway 1,218 79 10 11 12,051 338 Switzerland 538 0 91 6 3 12,250 346 Iceland 11 100 0 0 12,209 333 Turkey 7 100 0 0 8,975 Daimler Truck 7,734 24 99 0 1 11,606 319 64.52 107.92Volvo Trucks 6,040 18 94 1 5 12,233 345 60.22 110.27Scania 5,340 16 86 2 12 12,644 333 59.68 100.45MAN 4,256 13 100 0 0 11,916 336 60.45 101.12Renault Trucks 3,593 11 90 3 7 10,900 312 60.76 117.87IVECO 2,803 9 87 0 13 10,794 320 66.00 130.36DAF 2,540 8 99 1 0 12,268 339 60.57 103.62Ford 134 0 100 0 0 9,704 255 67.96 125.72Astra 87 0 100 0 0 12,882 370 Kamaz 21 0 100 0 0 6,694 215 Dennis 20 0 45 55 0 7,698 149 Emoss 16 0 0 100 0 250 Liebherr 12 0 100 0 0 6,690 194 Setra 12 0 100 0 0 Diesel%Diesel%ZEV%ZEV%Natural gas%Natural gas%Engine size ccmEngine size ccmPower kWPower kWCO2 long-haul?CO2 long-haul?Total new sales/registrationsTotal new sales/registrationsTotal registrations%Total registrationsr73AnnexEUROPEAN VEHICLE MARKET STATISTICS 2023/24Heavy-duty trucksClass 9(62 rigid truck,gross vehicle weight 16 tonnes)2021Heavy-duty trucksClass 5(42 tractor trailer,gross vehicle weight 16 tonnes)CO2 regional delivery g/tkmCO2 regional delivery g/tkmEU-27 121,135 100 95 0 5 12,684 355 55.70 84.06 EU-12 46,365 38 96 0 4 12,729 352 55.15 82.57 France 22,219 18 96 0 4 12,724 361 56.36 85.87 Spain 14,195 12 96 0 4 12,720 360 55.65 83.66 Italy 13,190 11 93 0 7 12,720 363 56.21 89.19 Germany 10,982 9 93 0 7 12,449 349 56.04 84.42 Netherlands 5827 5 93 0 7 12,513 338 55.21 78.05 Belgium 3,630 3 94 0 6 56.33 81.06 Austria 2,586 2 99 0 1 12,694 364 56.25 89.79 Denmark 676 1 90 0 10 12,464 337 54.63 77.99 Luxembourg 606 1 98 0 2 12,549 353 57.29 84.65 Ireland 354 0 95 0 5 13,239 354 54.63 Sweden 168 0 88 6 6 12,733 348 54.61 76.44 Portugal 139 0 100 0 0 12,809 357 55.38 78.36 Greece 130 0 100 0 0 9,886 504 57.16 Finland 68 0 79 0 21 12,492 324 57.23 United Kingdom 1,288 78 0 22 11,093 Switzerland 642 98 0 2 12,669 359 Turkey 108 100 0 0 12,603 Iceland 7 100 0 0 10,046 261 Norway 2 100 0 0 12,809 350 57.79 DAF 23,717 20 100 0 0 12,788 358 56.25 77.79 Daimler Truck 22,325 18 100 0 0 12,635 345 56.22 87.33 Volvo Trucks 20,994 17 97 0 3 12,752 360 55.48 85.67 Scania 16,319 13 93 0 7 13,067 349 53.15 77.74 MAN 14,646 12 100 0 0 12,375 357 55.27 80.77 Renault Trucks 10,901 9 100 0 0 12,593 364 57.32 88.09 IVEC
2022-12-30
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Container stevedoring monitoring reportDecember 2024202324iiACCC|Container stevedoring monitoring report|202324Acknowledgment of countryThe ACCC acknowledges the traditional owners and custodians of Country throughout Australia and recognises their continuing connection to the land,sea and community.We pay our respects tothem and their cultures;and to their Elders past,present and future.Australian Competition and Consumer Commission Land of the Ngunnawal people 23 Marcus Clarke Street,Canberra,Australian Capital Territory,2601 Commonwealth of Australia 2024This work is copyright.In addition to any use permitted under the Copyright Act 1968,all material contained within this work is provided under a Creative Commons Attribution 4.0 Australia licence,with the exception of:the Commonwealth Coat of Arms the ACCC and AER logos any illustration,diagram,photograph or graphic over which the Australian Competition and Consumer Commission does not hold copyright,but which may be part of or contained within this publication.The details of the relevant licence conditions are available on the Creative Commons website,as is the full legal code for the CC BY 4.0 AU licence.Requests and inquiries concerning reproduction and rights should be addressed to the General Manager,Strategic Communications,ACCC,GPOBox 3131,Canberra ACT 2601.Important notice The information in this publication is for general guidance only.It does not constitute legal or other professional advice,and should not be relied on as a statement of the law in any jurisdiction.Because it is intended only as a general guide,it may contain generalisations.You should obtain professional advice if you have any specific concern.The ACCC has made every reasonable effort to provide current and accurate information,but it does not make any guarantees regarding the accuracy,currency or completeness of that information.Parties who wish to re-publish or otherwise use the information in this publication must check this information for currency and accuracy prior to publication.This should be done prior to each publication edition,as ACCC guidance and relevant transitional legislation frequently change.Any queries parties have should be addressed to the General Manager,Strategic Communications,ACCC,GPO Box 3131,Canberra ACT 2601.ACCC 12/24_24_95www.accc.gov.auiiiACCC|Container stevedoring monitoring report|202324ContentsKey industry insights vKey results 202324 viExecutive summary 1Major developments in the container freight supply chain in 202324 1Concerns about charges levied by stevedores and empty container parks 21.Introduction 111.1 The container freight supply chain in Australia 111.2 Participants in the container freight supply chain 141.3 The ACCCs monitoring program 212.State of the supply chain 242.1 Global and domestic disruptions impacted container trade flows in 202324 242.2 Vessel schedule reliability deteriorated over 202324 272.3 Ocean container freight rates on global and Australian trade routes rose substantially in 202324 292.4 Delays resulted in increased costs for container freight supply chain participants 332.5 Some cargo owners experienced challenges avoiding detention fees in 202324 333.Stevedores landside charges 353.1 Cargo owners were initially benefitting from new entry 363.2 Stevedores began to increase terminal access charges from 2017 393.3 Market participants have raised concerns about stevedores landside charge increases 423.4 Significant increases in total stevedoring prices since 2017 indicate market failures 443.5 Likely drivers of market failures in the container freight supply chain 473.6 Stevedores increased all landside charges after initial concerns dissipated 533.7 A policy or a regulatory response may be needed 553.8 Recent policy recommendations and developments 55ivACCC|Container stevedoring monitoring report|2023244.Stevedoresfinancialperformance594.1 The ACCCs financial performance metrics 604.2 There remains significant spare terminal capacity in the stevedoring industry despite increases in total throughput since 2017 634.3 Stevedoring industrys operating profits and returns on tangible assets have increased for the 4th year in a row 655.Stevedores weight misdeclaration fees 705.1 Accurate container weights are an important safety measure in the supply chain 705.2 All stevedores except Hutchison charge container weight misdeclaration fees 725.3 For 3 of the stevedores,the process of checking a containers verified gross mass involves multiple steps 745.4 Stevedores levy weight misdeclaration fees on parties that are not responsible for the misdeclaration 745.5 Rationale provided by stevedores for weight misdeclaration fees 765.6 Stevedores internal comments about weight misdeclaration fees 785.7 The ACCC has concerns with the weight misdeclaration fee 796.Emptycontainerparknotificationfees806.1 Empty container parks in Australia 806.2 Notification fees have increased significantly over the past 6 years 836.3 Cargo owners are constrained in switching based on differences in notification fees 876.4 Container triangulation is unlikely to eliminate reliance on empty container parks 876.5 Rapidly rising notification fees indicate loss of competitive tension 89AppendixA:Glossary,acronymsandabbreviations90AppendixB:Additionalgraphs92AppendixC:RelevantsectionsoftheCompetitionandConsumerAct99Appendix D:Historical events 101Appendix E:Ministerial direction 102vACCC|Container stevedoring monitoring report|202324Key industry insightsGlobal and domestic events caused major disruption in 202324A series of global and domestic events destabilised the container freight supply chain in 202324,leading to congestion,delays and higher costs.At times,Australian importers paid up to 411 times more on Asia-Australia trade routes than in 202223.Detailed enquiries revealed likely market failures in the supply chainStevedores and empty container parks appear to have little incentive to actively pursue increases in market share by discounting landside charges,while Australian importers and exporters appear constrained in responding to price increases.These factors likely contributed to cargo owners paying higher charges for stevedoring and empty container park services.Stevedores used landside charges to significantly increase pricesThere seems to be limited competition between stevedores on landside charges.Stevedores increased landside charges to achieve higher total prices than would have likely been possible in a workably competitive market with significant spare terminal capacity.Concerns about stevedores weight misdeclaration feesSome stevedores are levying weight misdeclaration fees while there appears to be a gap in the maritime safety regulations.The ACCC is concerned that stevedores appear to face few constraints in raising these fees and are levying them on parties which are not responsible for declaring the weight of containers.Rapidly rising notification fees indicate a need for closer scrutiny of empty container parksEmpty container park notification fees to transport operators have increased significantly across Australia since 2018 and in a similar manner to stevedores landside charges.This indicates a lack of competitive tension in relation to notification fees and warrants closer scrutiny.Reforms may be needed to improve efficiency of the supply chainReforms may be needed to improve efficiency in container stevedoring and empty container park markets.Australia needs to consider measures to address apparent market failures relating to landside charges levied by stevedores.Australia also needs to closely scrutinise empty container park notification fees and consider whether similar measures are needed to address apparent market failures in that sector.viACCC|Container stevedoring monitoring report|202324Key results 2023241.7 m TEU 9.5%BrisbaneDP World,Hutchison,Patrick Terminals2.8 m TEU 1.8%SydneyDP World,Hutchison,Patrick Terminals3.0 m TEU 4.7%MelbourneDP World,Patrick Terminals,VICT0.4 m TEU 7.5elaideFACT0.9 m TEU 5.9%FremantleDP World,Patrick TerminalsDP World 1.9 millionPatrick Terminals2.4 million7.3.1%Hutchison 0.4 million10.6.1%0.6 millionVictoria International Container Terminal0.3 millionFlinders Adelaide Container Terminal 7.3%5.5 m5.1%Total liftsLifts per stevedore$391.671.0%Revenueper lift$209.362.9%Quaysiderevenueper lift$182.315.8%Landside andother revenueper lift0.2%$297.03Total cost per liftRevenue,cost,profit and investmentaTotal TEU(by port)andstevedores locations$2,134.6 m6.1%Total revenue$231.2 m30.4%Investment(additions)0.4 pp33.4%Profit marginb7.6%$712.2 mOperating profit(EBITA)c5.3%$1,618.8 mTotal cost0.6%$1,777.7 mTangible asset base$a All figures in real terms in 2023-24 dollars.b Earnings before interest,taxes,depreciation and amortisation(EBITDA)as a percentage of total revenue.c Earnings before interest,taxes,depreciation and amortisation(EBITDA).1ACCC|Container stevedoring monitoring report|202324Executive summaryMajor developments in the container freight supply chain in 202324 Our market enquiries indicate that 202324 has been a challenging year for Australian businesses that rely on the container freight supply chain.After largely recovering from the COVID-19 pandemic in 202223,the supply chain was once again disrupted by a series of events in 202324,which caused a deterioration in reliability and a surge in costs.The supply chain was disrupted by global and domestic eventsBetween November 2023 and January 2024,militants attacked commercial vessels sailing through the Red Sea and the Gulf of Aden.In response,most shipping lines decided to avoid the Suez Canal and rerouted their services to transit around the Cape of Good Hope.These disruptions compounded the existing challenges in the container freight supply chain arising from the Panama Canal Authority restricting vessel flow through the canal from around July 2023 to mid-2024 due to unprecedented low water levels in Gatun Lake,which supplies the water to operate the canals locks.In Australia,the container freight supply chain was further disrupted by industrial action at DP Worlds terminals between October 2023 and January 2024,with workers participating in work stoppages and bans on activities such as loading and unloading trucks and trains.1Disruptions severely affected shipping lines and had flow-on effects on other service providersAs the Suez Canal is the shortest maritime route between Asia and Europe,rerouting of shipping services away from the Suez Canal led to considerably longer transit times.One shipping line said that the detour around South Africa added 10 to 12 days to sailing time.This reduced available shipping capacity,as shipping lines had to deploy more vessels to offer customers the same frequency of service.2 In May 2024,Maersk estimated that industry-wide capacity loss was in the order of 15 to 20%on the Far East to North Europe and Mediterranean market during the second quarter of 2024.3 The longer voyages also reduced the availability of equipment.Maersk stated that it leased more than 125,000 additional containers to add capacity in line with customers needs.4 Some shipping lines also informed us that they incurred additional costs,including higher fuel,labour and carbon emission costs.1 I Ackerman,More industrial action at DP World,Daily Cargo News,24 October 2023,accessed 25 October 2023.2 International Transport Forum,The Red Sea Crisis:Impacts on global shipping and the case for international co-operation,Background Paper,International Transport Forum,Paris,2024,accessed 1 November 2024.3 Maersk,Maersk Operations through Red Sea/Gulf of Aden 6 May 2024 update,Maersk website,2024,accessed 1 November 2024.4 Maersk,Maersk Operations through Red Sea/Gulf of Aden 6 May 2024 update,Maersk website,2024,accessed 1 November 2024.2ACCC|Container stevedoring monitoring report|202324Market participants told us that global disruptions created knock-on effects on ports around the world,contributing to vessel bunching and bottlenecks.Industry analysts said that from about mid-2024,congestion increased at key transhipment ports in southeast Asia,including Singapore.One exporter told us that congestion at the Port of Singapore was worse than during COVID-19.Global port congestion was a major contributor to the decline in global vessel schedule reliability over 202324.After improving considerably over 202223,the proportion of vessels that arrived on time globally fell from 64%in June 2023 to 54%in June 2024.Data supplied by stevedores shows that vessel schedule reliability in Australia also deteriorated.Poorer vessel schedule reliability impacted on the operations of stevedores in Australia.Some stevedores told us that it made terminal planning more difficult and led to periods of congestion.One stevedore also explained that less reliable vessel arrivals meant that they had to move larger volumes of containers in a compressed period.Despite the disruptions,stevedores handled a greater number of containers in 202324 than previous years,with total throughput increasing by 5.1%from 202223.Importers and exporters experienced delays and higher costsDue to the interconnected nature of the container freight supply chain,Australian cargo owners5 were impacted by reduced shipping capacity and container availability.Some cargo owners told us that they had to make bookings further in advance than normal to secure space on vessels,while others found it difficult to source empty containers.Cargo owners also paid considerably more to use the supply chain since late December 2023.After mostly returning to pre-pandemic levels,ocean container freight rates surged following the attacks on vessels in the Red Sea and subsequent disruptions.S&P Global Platts data shows that,by September 2024,freight rates for imports on key Asia-to-Australia trade routes were between 4 and 11 times higher than the previous year.Cargo owners also told us that poorer vessel schedule reliability led to delays in receiving goods.One importer told us that,due to long delays in overseas transhipment ports,their goods sometimes arrived in Australia weeks or even months behind schedule.Some cargo owners explained that delayed stock arrival led to lost sales,cash flow issues and damaged business reputation.Cargo owners incurred additional costs resulting from supply chain delays.Some cargo owners explained that they found it more difficult to return empty containers within the free period6 and paid more for detention fees in 202324 compared to the previous year.Concerns about charges levied by stevedores and empty container parksOver the past 7 years,market participants have frequently raised concerns about the charges that stevedores and empty container parks levy on transport operators.Over the course of 2024,we conducted a detailed examination of charges levied by stevedores to transport operators(landside charges).We used our compulsory information-gathering powers to require stevedores to give information and produce documents spanning a 7-year period,obtained more detailed operational and financial data,and consulted with a wide range of market participants.5 In the executive summary,references to cargo owners refer to importers and exporters as well as any parties that organise transportation of cargo on their behalf(for example,freight forwarders).6 The free period(or free time)refers to the period in which a cargo owner must return the shipping lines empty container.Shipping lines charge cargo owners detention fees for failing to return containers within the agreed free period.3ACCC|Container stevedoring monitoring report|202324We also conducted enquiries to better understand the operation and pricing of empty container parks.We obtained and examined historical prices levied by empty container parks on transport operators(notification fees)and consulted with market participants.We found that there are likely market failures in the container freight supply chain which may warrant a policy or a regulatory response.Likely market failures in the container freight supply chainIt is cargo owners,rather than transport operators,that make decisions on which service providers they will use to transport their cargo in the container freight supply chain.However,cargo owners do not have a direct contractual relationship with stevedores or empty container parks and are unable to negotiate directly with those service providers.Cargo owners contract with shipping lines,which offer shipping services consisting of bundles of service providers that include stevedores and empty container parks.If a cargo owner is dissatisfied with the price or service offered by a stevedore or empty container park in a particular bundle,the cargo owners only practical alternative is to respond indirectly,by seeking to switch to another shipping service that contracts with a different stevedore or empty container park.There are some Australian cargo owners that are severely limited in their ability to effect a change of stevedore or empty container park operator in this way,either because the shipping is arranged by their overseas counterparty or because there are no suitable alternative shipping service options on their trade route.These cargo owners have very limited ability to respond to terms of access,including prices,set by stevedores and empty container parks.There are also cargo owners that can indirectly switch stevedore or empty container park by choosing a different shipping service.However,some factors appear to constrain many of them from doing so.One factor is that shipping lines ocean container freight rates typically constitute the largest component of the total bundled price,particularly for imports,and have recently been quite volatile.For example,one importer told us that their ocean freight costs varied considerably but were at least$3,000 per container.Cargo owners and freight forwarders also explained to us that some shipping lines offer non-price benefits that cargo owners value,including shorter transit time and additional free time.Cargo owners may also face transaction costs,particularly if they contemplate switching shipping services mid-contract.A further factor is that cargo owners may not be confident that any difference in stevedores landside charges or empty container parks notification fees are durable,given stevedores and empty container parks increase their charges in an unpredictable and leap-frogging nature.The potential loss of non-price shipping benefits,combined with additional transaction costs,may constrain cargo owners from switching shipping services to take advantage of one stevedores lower landside charges or one empty container parks lower notification fees,especially when the anticipated savings in landside charges or notification fees may be small and unpredictable.Many cargo owners told us that the differences in landside charges offered by stevedores were too small to entice them to switch to a different shipping service.Some cargo owners stated that the difference in stevedores landside charges would need to be significantly greater per container to make an alternative shipping service more competitively priced and to compensate them sufficiently for any non-price benefits offered by the shipping line that they would have to give up when switching.4ACCC|Container stevedoring monitoring report|202324The ACCC heard of some examples of cargo owners choosing specific shipping line services because those shipping lines contract with stevedores or empty container parks that meet their specific business needs(for example,offering access to rail)or because their preferred shipping service is temporarily less reliable(for example,due to industrial action).However,the ACCC has seen limited examples of cargo owners switching based on differences in charges levied on transport operators.For example,Hutchison informed the ACCC that,in the period between 2017 and 2019,it adopted an approach of maintaining lower infrastructure levies compared to its competitors to entice cargo owners to switch to shipping services calling Hutchison.However,Hutchison told the ACCC that it abandoned this approach as it did not attract enough cargo owners to switch and it needed to start recovering its costs.Stevedores and empty container parks levy charges uniformly to all transport operators that access their facilities.This means that whenever they offer a discount on those charges to attract new customers,that discount also applies to their entire existing customer base.Hutchison described this as a concession to the industry.This creates an opportunity cost for stevedores and empty container parks to offer discounts on charges to transport operators.The factors discussed so far likely contributed to higher charges for stevedoring and empty container park services.Specifically,cargo owners face significant constraints in switching shipping services,which limits their ability to constrain price increases by stevedores and empty container parks.Additionally,because stevedores charge uniform landside prices,they have less incentive to lower prices to attract greater market share because the lower prices would apply across all customers.It appears that stevedores used landside charges to raise total prices above workably competitive levelsInformation obtained by the ACCC suggests that there is very limited competition between stevedores on landside chargesInformation the ACCC has obtained from the stevedores indicates that there is very limited competition between stevedores on landside charges.As described above,Hutchison initially sought to charge lower infrastructure levies but abandoned this approach after it proved to be unsuccessful.Internally,Patrick Terminals typically refer to its proposed increases of landside charges as revenue diversification,whereas DP World typically describes it as achieving a better balance of revenue.Stevedores started raising terminal access charges in a competitive market The Australian stevedoring industry changed considerably in the 2010s following entry of Hutchison in Brisbane and Sydney,and Victoria International Container Terminal in Melbourne.The combination of the introduction of new terminals and significant expansion of capacity by DP World and Patrick Terminals at existing terminals,resulted in significant spare terminal capacity in the stevedoring industry.This significant spare terminal capacity created a competitive environment with stevedores competing aggressively to win shipping services to retain and increase their market share,which put significant downward pressure on stevedores charges to shipping lines.In 2017,one stevedore reported to its board that,as a result of continued downward price pressure,unit revenue has reached its lowest level since 1999.Internal documents show that prior to 2017,some stevedores were anticipating significant increases in property rent at the Port of Melbourne following its privatisation in 2016 as well as above CPI increases in some other operating costs.For example,in March 2017,DP World stated that it 5ACCC|Container stevedoring monitoring report|202324incurred material increases in the costs of occupancy of more than 60%since 2016,including higher rent,land tax and council rates.7Prior to 2017,stevedores earned the vast majority of their revenue from shipping lines.Internal commentary indicates that stevedores did not expect that they would be able to raise charges to shipping lines to recover additional cost increases in the near term.In 2017,DP World reported to its board that its very difficult to imagine base tariffs rising until utilisation of national equipped capacity exceeds 7580%this is forecast to occur between 20222024.Similarly,one stevedore listed as one of a number of key assumptions in its financial performance forecast that the stevedoring prices would fall by 7%in 201718 to retain and extend existing customer contracts and due to shipping line mergers.In March 2017,DP World announced an infrastructure levy at its Sydney terminal and a substantial increase at its Melbourne terminal.Other stevedores introduced or increased their terminal access charges thereafter.One stevedore reported to its board that:Shipping lines understand that introduction of the infrastructure levy has fundamentally altered the market charging structure and are very aware that landside charges add to the true supply chain cost and have the ability to transfer value capture from lines to stevedores.Stevedores initial concerns about terminal access charges dissipated over time and they started to increase other landside charges Internal documents show that,initially,some stevedores reported risks in introducing or increasing infrastructure levies.One stevedore reported to its board that there is a risk that in response to its increases in infrastructure levies,cargo owners could switch away from shipping lines that called that stevedore to those that called other stevedores.It appears that stevedores concerns about landside charges abated over time,as stevedores came to better understand how cargo owners,transport operators,shipping lines and their competitors would respond to increases in landside charges.In 2020,one stevedore reported to its board that early fears that market share would be lost never eventuated8 and concerns about the business impacts of previous access charge increases on transport operators have proven to be unfounded.From around 2019,stevedores started to increase other landside and ancillary charges as well.For example,in 2019,one stevedore commented internally that there was a major opportunity to increase tariffs on items including storage,booking slot tariffs and other ancillary charges.The stevedore also commented that these tariffs primarily relate to areas where the stevedore has pricing power.In 2020,one stevedore internally reported that:Focus is not only on Access Charges.All landside charges are now being increased to continue the move towards a better balance of revenue(emphasis in the original).Since around 2021,all 5 stevedores have significantly increased their landside and ancillary charges.7 R McKay,DP World to impose major port access charges,Fully Loaded,6 March 2017,accessed 17 December 2024.8 This statement was made in the context of considering feedback and challenges related to terminal access charges.6ACCC|Container stevedoring monitoring report|202324Stevedores used landside charges to increase their prices and operating profitsabovelevelstheywerelikelytoachievewithoutthemIn their published notices to the industry announcing new landside charges,stevedores have typically cited investments and increases in operating costs as reasons for significantly increasing landside charges.Those published notices do not mention what proportion of those investments and operating costs are already being paid for by shipping lines under their contracts with the stevedores.The ACCC recognises that stevedoring is a capital-intensive business and that stevedores have made significant capital investments over the past 10 years.Stevedore investments are often large and lumpy(uneven over time)and anticipate long-term,rather than short-term,growth.In economics and in business decision making,many capital investments are considered sunk costs9 and should not influence rational pricing decisions.This means that,in non-economically regulated markets that are workably competitive10,service providers cannot profitably increase their prices at a time of their choosing(such as immediately following new investment)to ensure that they earn a return on their capital investments,even if such investments were,and remain,efficient from a long-run dynamic perspective.As mentioned earlier,there was significant spare terminal capacity in the stevedoring market in 2017 following new entry of Hutchison and Victoria International Container Terminal.Despite increases in the total throughput over the past 7 years,there remains significant spare terminal capacity in the stevedoring market(Table 1).Table 1:Estimates of national effective terminal capacity utilisation:2018202311201820192020202120222023National68ifurg%Source:ACCC analysis of information received from Patrick Terminals.Note:National estimate includes the ports in Melbourne,Sydney,Brisbane and Fremantle.In a workably competitive market,prices should reflect estimates of efficient marginal cost.12 Efficient marginal cost pricing generally maximises allocative efficiency because suppliers will produce output up to a point where the cost of supplying an incremental unit of output equals consumers willingness to pay for it.Prices that reflect marginal cost should,on average,allow suppliers to recover the costs of efficient investments over time.When a workably competitive market is characterised by significant spare capacity,however prices would typically be expected to remain close to incremental(or variable)operating costs until that spare capacity is exhausted.139 Sunk costs refers to costs that can no longer be avoided if the decision to incur them is reversed.This means there is no opportunity cost involved in using the relevant assets to supply output.10 Markets are workably competitive where competitive pressures,despite imperfections,constrain market power and produce reasonable outcomes such as fair pricing,efficiency and innovation.11 Effective terminal capacity is the capacity of the terminal at a given point in time,taking into account short-medium term operational constraints,such as yard capacity and availability of equipment.12 The change in total costs resulting from an extra unit of output.13 Incremental(or variable or direct)operating cost commonly refers to the costs of additional inputs(such as labour,materials and energy)directly incurred to supply an additional unit of output.7ACCC|Container stevedoring monitoring report|202324To examine how total stevedoring industry prices have changed over the past 7 years compared to operating costs,the ACCC calculated total revenue per lift(as a proxy for the total stevedoring price per container)and total costs per lift(as a proxy for total operating costs per container).14 Between 201617 and 202324,real stevedoring industry total revenue per lift has increased by$72.16 per container(or 22.6%),while real stevedoring industry total costs per lift have increased by$24.22 per container(or 8.9%).By 202324,the difference between real total revenue per lift and real total costs per lift for the stevedoring industry reached$94.60 per container,the largest difference since 200708.Stevedoring industry operating profits have also significantly increased since 2017,recording new historical highs for EBIT,EBITA and EBITDA in 202324(see Chapter 4).Stevedores internal documents show that,over the past 7 years,some stevedores have often identified increases in landside and ancillary charges as a key factor to improved industry profitability.For example,in 2023,one stevedore internally commented that Combined industry profitability has improved by 32%from CY21 to CY22,benefiting from increases to landside and ancillary charges and increase in overall market volumes by circa 1.2%.It appears that stevedores have used landside charges to raise their total stevedoring prices above the levels that they would have been able to negotiate with the shipping lines in a market that was expected to remain competitive while significant spare terminal capacity remained.Stevedores appear to be able to raise landside charges more easily than charges to shipping lines as cargo owners are not able to negotiate landside charges and are constrained in their capacity to respond to increases in landside charges.In doing so,the stevedores appear to have undermined the pricing benefits that cargo owners were receiving from competitive market dynamics that followed new entry of Hutchison and Victoria International Container Terminal.Some stevedores are levying weight misdeclaration fees while there appears to be a gap in the maritime safety regulations There appears to be a gap in the maritime safety regulations The weight of a packed shipping container has implications for the safe carriage of cargo on ships and the safe operation of equipment and vehicles.To improve maritime safety,the International Convention for the Safety of Life at Sea,1974(international safety convention)requires shippers15 to declare a verified gross mass of a cargo container on shipping documentation.In Australia,the relevant provisions of the international safety convention related to verified gross mass were implemented by Marine Order 42,which requires shippers to provide to stevedores and shipping lines a containers verified gross mass that has been measured using certified,calibrated weighing equipment.16 The Australian Maritime Safety Authority was given compliance and enforcement powers with respect to these regulations.However,the Australian Maritime Safety Authority generally does not have power to collect information from stevedores relating to shippers that misdeclare the verified 14 The ACCC is currently not able to calculate a metric based solely on variable operating costs as the data we collect is not capable of being disaggregated into fixed and variable operating cost components.The total cost per lift measure we use somewhat overstates the level of operating costs that would be expected to directly influence prices(in stevedores favour).15 A legal entity or person named on the bill of lading or equivalent multimodal transport document(e.g.“through”bill of lading)as shipper and/or who(or in whose name or on whose behalf)a contract of carriage has been concluded with a shipping line.16 Marine Order 42(Carriage,stowage and securing of cargoes and containers)2016(Cth),made under the Navigation Act 2012(Cth).8ACCC|Container stevedoring monitoring report|202324gross mass in their shipping documentation.The lack of access to this information appears to make it challenging for the Australian Maritime Safety Authority to identify specific shippers that may not be using certified weighing equipment.Concerns about stevedores weight misdeclaration fees In the past 7 years,4 of the 5 monitored stevedores have set up calibrated weighing equipment at their terminals to measure verified gross mass of some or all containers that they handle.17 These stevedores contribute to improving the safety standards of the container freight supply chain by weighing containers to ensure that service providers that handle containers have correct verified gross mass information.Over the past 3 years,4 stevedores started to levy weight misdeclaration fees on transport operators and shipping lines to penalise cargo owners that inaccurately declare the verified gross mass of a container.The ACCC is concerned that the 4 stevedores have levied a weight misdeclaration fee:on shippers that stevedores have no direct contractual or other dealings with for conduct that affects vessel and road safety,not just stevedores terminal operationsthrough multiple intermediary parties(for example,transport operators,shipping lines,brokers)that play no role in the verified gross mass declaration process.In our view,it is the role of the Australian Maritime Safety Authority,and any other relevant state or federal regulators,to enforce compliance with legislative provisions relating to safety requirements that affect the entire container freight supply chain,including setting penalty fees to encourage or discourage behaviour.The ACCC is concerned that stevedores appear to face few constraints on their ability to increase the amount of the weight misdeclaration fees and that,in its internal documents,one stevedore described its weight misdeclaration fee as one of its outperformance opportunities,18 while another stevedore described it as a revenue enhancement initiative.19The ACCC is also concerned that the weight misdeclaration fees may create additional costs for intermediary parties which bear no responsibility for the misdeclaration of verified gross mass.The ACCC considers that a policy or a regulatory response may be needed to address this.Rapidly rising notification fees indicate a need for closer scrutiny of empty container parksEmpty container park operators started introducing and increasing notification fees to transport operators soon after stevedores started increasing terminal access charges.20 The introduction of notification fees appears to have created a situation where empty container parks are charging 3 different parties 3 different set of charges for handling the same empty container.Empty container parks charge shipping lines for handling a container under their existing contracts,importers(via transport operators)when they drop off the empty container and exporters(via transport operators)when they pick up the empty container.17 Patrick Terminals,DP World,Flinders Adelaide Container Terminal and Victoria International Container Terminal.18 The stevedore informed the ACCC that it is a normal and sound commercial practice for a business plan to include risks and outperformance considerations.19 The stevedore informed the ACCC that it anticipated that revenue would decline over time as cargo owners responded to the fee by improving the accuracy of their declarations.20 Empty container parks charge transport operators notification fees for making a booking to collect or de-hire containers.9ACCC|Container stevedoring monitoring report|202324Since 2018,empty container parks have significantly increased notification fees across Australia,often in a leap-frogging manner.Figure 1 shows the highest notification fees per container,in nominal terms,charged by empty container parks at each container port between 2018 and 2024.Figure 1:Highest notification fees per container(in nominal terms),by port:20182024($)0204060801001201401601802002018201920202021202220232024 H1AdelaideBrisbaneFrementleMelbourneSydneySource:ACCC analysis of information obtained through market enquiries.Note:Fees are presented in nominal terms on a calendar year basis and are current as of June 2024.As shown in Figure 1,highest notification fees in Sydney and Brisbane increased from$5.50 per container in 2018 to$179.40 and$143.40 per container,respectively,in the first half of 2024.In Adelaide,Melbourne and Fremantle,the highest notification fees have risen from just under$10 per container in 2018 to over$90 per container in the first half of 2024.Some empty container park operators told us that they increased notification fees,at least in part,to recover rising operating costs,including rent,labour,information technology and equipment.However,as overall container throughput has increased over the same period,it seems unlikely that significant increases in notification fees over the past 6 years can be solely explained by corresponding increases in empty container parks unit costs.As we showed earlier,stevedoring industry unit operating costs only increased by 8.9%in the past 7 years.It appears that empty container parks can raise notification fees to transport operators more easily than they can raise charges to shipping lines as cargo owners are not able to negotiate notification fees and are constrained in their capacity to respond to increases in notification fees.Market participants have raised concerns about charges levied by stevedores and empty container parks on transport operatorsOver the past 7 years,many importers,exporters,freight forwarders and transport operators have raised strong concerns about the impact of higher charges levied by stevedores and empty container parks on their business.This year,one importer told the ACCC that,stevedore fees have become a significant part of the costs to import product into Australia.Cargo owners and freight forwarders have also commented that,based on their experience,increases in stevedores landside charges have not translated into significant improvements in landside services.For example,one freight forwarder stated that,we dont see containers off the wharf any faster despite the higher costs.If prices led to better service,it would be fair,but that is not the case.10ACCC|Container stevedoring monitoring report|202324Some agricultural exporters told the ACCC that charges levied by stevedores on transport operators have,in some cases,become higher than their ocean container freight rates and are undermining the sectors ability to compete in international markets.One agricultural exporter said that rising stevedore charges put them at a competitive disadvantage as they are unable to pass along cost increases to overseas consumers.The ACCC heard from importers that they generally pass on stevedore and empty container park charges to consumers.One importer told us that they factor stevedoring costs into their overall costs and that,costs keep rising and we have to pass them on to consumers.A policy or regulatory response to address what appear to be market failures may lead to a more efficient container freight supply chain in AustraliaAustralias container trade is estimated to be valued at approximately$185 billion.21 The charges levied by stevedores on transport operators apply to every full22 import and export container that is part of Australias container trade,while the charges levied by empty container parks on transport operators apply to most empty containers.The ACCC considers that the Australian Government should consider whether a policy or regulatory response to address the market failures identified in this report would likely improve the efficient operation of the container freight supply chain in Australia.If such a policy or regulatory response were successful in improving efficiency,this would likely benefit Australian exporters by lowering their costs and allowing them to be more competitive in global markets and may lead to lower prices for Australian households and businesses.Specifically,the Australian Government may consider:measures to address the apparent market failures relating to fixed charges levied by stevedores to transport operatorsmeasures to address the apparent market failures relating to incentive-based charges levied by stevedores,including the appropriateness of stevedores weight misdeclaration feestaking steps to closely scrutinise empty container parks to assess whether the apparent market failures relating to notification fees need to be addressed,ether via the measures identified in relation to stevedores or otherwise.The ACCC will continue to monitor stevedores performance and charging practices.The ACCC will also monitor broader developments in the container freight supply chain to inform governments container freight policy and provide transparency to industry participants.21 Estimated by Prominence Consulting based on 20192021 ABS International Merchandise Trade data.22 In this report,full container refers to shipping containers that have goods inside them,whether partially or completely full.11ACCC|Container stevedoring monitoring report|2023241.Introduction 1.1 The container freight supply chain in AustraliaContainerisation revolutionised the global maritime industry.The use of shipping containers,and container ships,dramatically lowered the costs of transporting goods across the globe.Between 1980 and 2017,containerised trade grew more than any other form of seaborne trade.23 The container freight supply chain refers to the network of services and infrastructure required to move containerised cargo in and out of Australia.It consists of a broad range of participants including shipping lines,ports,stevedores,transport operators and empty container parks.Stevedores play a crucial role in the supply chain as they are responsible for lifting containers on and off ships.In 1999,the Australian Government directed the ACCC to monitor prices,costs and profits of container stevedores operating at the ports in Adelaide,Brisbane,Fremantle,Melbourne and Sydney.These are the 5 largest container ports in Australia.This is the ACCCs 26th container stevedoring monitoring report.1.1.1 Australias economy is heavily dependent on container tradeShipping is critical to the Australian economy,with an estimated 99%of Australias total international trade transported by sea.24 This includes non-containerised cargo.It has been estimated that Australias containerised trade is worth approximately$185 billion.25 Other than petroleum products and vehicles,Australias imports are primarily goods that are typically shipped in containers.Australian businesses use the container freight supply chain to import goods which are purchased by consumers or used as inputs in local production processes.Australian exporters primarily use the container freight supply chain to send agricultural products overseas.Australia is one of the largest global suppliers of meat,particularly beef and sheep.26 Other agricultural exports include grain,wine,fruit and dairy products.The majority of Australias container trade moves through its 5 largest container ports.The number of containers passing through these ports is described in this report as throughput.Figure 1.1 shows the increase in the total throughput,including both full and empty containers,through Australias 5 largest container ports since 200102.23 United Nations Conference on Trade and Development(UNCTAD),Review of Maritime Transport 2018,UNCTAD,2018,accessed 23 October 2024,p 4.24 Department of Infrastructure,Transport,Regional Development,Communication and the Arts(DITRDCA),Terms of Reference,DITRDCA website,n.d.,accessed 1 October 2024.25 In 2023 equivalent dollars,as estimated by Prominence Consulting based on 20192021 ABS International Merchandise Trade data.26 Australian Bureau of Statistics(ABS),Insights into Australian Exports of Meat,ABS website,2024,accessed 11 October 2024.Meat is primarily exported as fresh,chilled or frozen cuts.12ACCC|Container stevedoring monitoring report|202324The 2 most common sizes of containers are 20-foot containers and 40-foot containers.27 The 2 main units of measurement of container stevedoring throughput are lifts(number of containers)and TEU(number of 20-foot equivalent units).28Figure 1.1:Total annual throughput of Australias 5 largest container ports:200102 to 202324Number of lifts,TEU(millions)Lifts 20ftLifts 40ftTEU012345678910200102200203200304200405200506200607200708200809200910201011201112201213201314201415201516201617201718201819201920202021202122202223202324Source:ACCC analysis of information received from stevedores as part of the monitoring regime.Note:Total throughput includes both full and empty containers.Figure 1.1 shows that total TEU throughput has increased to 2.8 times the throughput in 200102,at an average annual growth rate of 4.8%.Figure 1.1 also shows that the mix of container size has changed over time,with the proportion of 40-foot containers handled increasing from 33%of total lifts in 200102 to 59%of total lifts in 202324.Container throughput is expected to continue increasing in Australia.By 2050,the containerised freight task is forecast to more than triple at the Port of Brisbane,nearly triple at the Port of Melbourne and increase by 2.5 times at Port Botany in Sydney.29Figure 1.2 shows the total volume of full import and export containers,measured in TEU,passing through Australias 5 largest container ports since 201516.27 20-foot containers are generally used for exporting goods,while 40-foot containers are generally used for imports,due to the higher volume of cargo.28 One 40-foot container is equivalent to 2 TEU.29 Productivity Commission,Lifting productivity at Australias container ports:between water,wharf and warehouse:Inquiry report,Productivity Commission,Australian Government,2022,accessed 12 November 2024,p 3.13ACCC|Container stevedoring monitoring report|202324Figure 1.2:Total annual full container imports and exports(TEU)at Australias 5 largest container ports,201516 to 202324TEU(millions)ExportImport012345201516201617201718201819201920202021202122202223202324Source:ACCC analysis of information received from stevedores as part of the monitoring regime.Note:Excludes transhipments,30 as well as other coastal or domestic containers(containers that are not entering or leaving Australia),and empty containers.Figure 1.2 shows that,over time,imports have grown at a slightly faster pace than exports.Since 201516,full container imports(TEU)increased by an average of 2.7%per year compared to 1.2%per year for exports.From 202223 to 202324,total full container imports and exports(TEU)increased at a similar rate(7%and 6%respectively).As Figure 1.2 shows,Australia imports more containerised cargo than it exports.In 202324,containerised cargo(TEU)imported was double the amount of cargo exported.This imbalance leads to a build-up of empty containers and creates a greater requirement for empty container storage compared to many overseas markets.31 1.1.2 Productive and efficient operation of the container freight supply chain is critical As noted in the Australian Governments 2024 Review of the National Freight and Supply Chain Strategy report,Australias economy is underpinned by the efficient transportation of freight across vast distances and international borders.32Australias distance from other markets means that the productivity and efficiency of the supply chain has a large bearing on our competitiveness in overseas markets and the cost of imported goods.Australian exporters selling into certain international markets need to overcome differentials in shipping costs to effectively compete with overseas competitors that are located closer to customers.Improvements in productivity and efficiency at Australian container ports,and the supply chain more generally,will benefit Australian exporters by lowering their costs and allowing them to be more competitive in global markets.30 Transhipment refers to the transfer of cargo from one vessel to another at an intermediate port between the port of origin and the final destination port.31 Transport for New South Wales(NSW),NSW Empty Container Supply Chain Study,NSW Government,2020,p 11,accessed 23 October 2024.32 Department of Infrastructure,Transport,Regional Development,Communication and the Arts(DITRDCA),National Freight and Supply Chain Strategy Review Report,DITRDCA,2024,accessed 11 October 2024,p 19.14ACCC|Container stevedoring monitoring report|202324Improvements in productivity and efficiency of the supply chain will also benefit importers,and lead to more timely and reliable delivery of many goods and lower prices for Australian households and businesses.1.2 Participants in the container freight supply chain The supply chain is an interconnected system of many service providers,all of which ultimately serve cargo owners.Figure 1.3 provides an overview of some of the key parties involved with the movement of containers through the supply chain.Figure 1.3:Supply chain participants imports and exportsShipping lineIMPORTSStevedoreTransport operator(road or rail)Cargo ownerEmpty container parkShipping lineEXPORTSStevedoreTransport operator(road or rail)Cargo ownerEmpty container parkMovement of full containerMovement of empty containerPORTPORTNote:This figure is for illustrative purposes and does not capture all steps in the process or all parties involved.15ACCC|Container stevedoring monitoring report|202324The following sections explain the roles of each of these parties in the supply chain and how they interact with each other.1.2.1 PortsPorts manage and provide access to infrastructure(such as port channels and berths)that allows ships to dock,load and unload cargo.Ports also provide necessary day-to-day services to vessels to ensure they can navigate safely to,and from,their berths.Ports charge shipping lines for the use of their facilities and services.Charges vary by port but typically include vessel-based costs associated with the services they provide to shipping lines,such as:Port dues:these are charged to the vessel for each harbour entry,usually on a gross tonnage basis,and go towards the costs of basic port infrastructure and equipment.Pilotage fees:pilotage refers to assisting the master of a ship in navigation when entering or leaving a port or in confined water.The fee associated with this service is normally based on the ships tonnage,draught or length.Berth hire charges:the berth refers to the place in which a vessel is moored or secured,alongside a quay where a ship loads or unloads cargo.The charge is usually based on the duration of a vessels stay and overall length.Ports also manage a large area of land and accommodate tenants,including stevedores.Ports charge rent for the area where stevedores conduct their container terminal operations.The Port of Adelaide,Port of Brisbane,Port of Fremantle,Port of Melbourne and Port Botany are the largest container ports in their respective states.Four of these ports are operated by private entities,while the Port of Fremantle is government-owned.1.2.2 Cargo owners Cargo owners are the beneficial users of the supply chain.Cargo owners import or export goods into or out of Australia.Cargo owners may utilise the services of freight forwarders,who act as intermediaries to arrange some or all of the freight logistics for cargo owners.Cargo owners may also engage the services of licensed customs brokers to assist with the customs declaration process.Not all Australian cargo owners organise the shipping when importing goods from,or exporting to,overseas.The choice of Incoterm determines whether an Australian importer/exporter or overseas exporter/importer organises the shipping.Incoterms are internationally recognised business rules that define the responsibilities of importers and exporters in international transactions.33 For example,under Cost,Insurance and Freight(CIF),the exporter organises the shipping.Under Free on Board(FOB),the importer organises the shipping.For Australian cargo owners who do organise the shipping,either directly or through a freight forwarder,they choose,at minimum,the following key elements of the supply chain:the port of origin(exporters)or the port of destination(importers)the shipping line service,which includes:the shipping line(or the consortium of shipping lines)that will transport goods from the port of origin to the destination port 33 International Trade Administration,Know Your Incoterms,International Trade Administration Website,n.d.,accessed 23 October 2024.There are 11 different Incoterms.16ACCC|Container stevedoring monitoring report|202324 the container stevedores at the port of origin and the destination port that the shipping line has entered into a contract with for this shipping line service the empty container park(s)at,or near,the Australian container port that the shipping line has entered into a contract with to store its empty containersthe transport operator(s)(rail or road)to transport the containers between the stevedores terminal and the pickup or drop-off point directed by the cargo owner,often via the transport operators own distribution depot.In assessing the potential shipping line service options to choose from for a particular route,Australian cargo owners consider a range of factors,including the available services on that route,the space available on each of those services,whether each of the services is direct,whether each of the services is likely to meet the desired service standards and whether the particular shipping line can meet cargo owners business requirements(for example,by providing food-grade refrigerated containers).When choosing between multiple suitable shipping line services,Australian cargo owners take into account a bundle of prices they expect to pay,over the course of their contract,to all the service providers that are part of the shipping line service,including:the ocean container freight rates quoted by the shipping line for its servicesthe pass-through charges that the shipping line includes in its quote(which covers the fees and charges that the shipping line expects to pay to all the relevant ports,stevedores and empty container parks)the fees and charges that stevedores levy on transport operatorsthe fees and charges that empty container park operators levy on transport operators.Cargo owners ultimately bear most of the costs in the supply chain.1.2.3 Stevedores Stevedores are firms that operate container terminals at ports.Stevedores lease land and infrastructure from the relevant port,which in turn charges land rent to the stevedore.The primary service stevedores provide is an intermodal terminal service of transferring full containers from one mode of transport to another.This terminal service comprises 3 necessary and indivisible components:quayside:loading and unloading containers on and off container ships once berthedterminal storage:repositioning and storing containers temporarily pending transport operator pickup(for imports)or loading onto the ship(for exports)landside:loading and unloading containers on and off trucks or trains.The bulk of stevedores equipment,infrastructure and workforce is involved in providing this terminal service.While cargo owners are the ultimate beneficiaries of this service,stevedores typically commit to providing all 3 components of the service under their contracts with shipping lines.17ACCC|Container stevedoring monitoring report|202324In some instances,containers being sent from one port to another will need to be transhipped34 via an intermediate port to reach their ultimate destination.In such cases,the stevedore performs the following as part of its service to shipping lines:unloading the container from one vessel providing temporary storage for the container at its terminal(pending arrival of the second vessel)reloading the container onto the second vessel.Stevedores also provide services to shipping lines with respect to empty containers.This is mainly to enable shipping lines to move empty containers to overseas ports where they are in greater demand.Empty containers are most commonly stored at empty container parks rather than in stevedores scarce terminal yard area.Shipping lines will typically utilise periods with fewer landside pickup/drop-off bookings to collect bulk runs of empty containers.This is when transport operators shuttle multiple empty containers from an empty container park to the terminal,for loading onto a ship.Stevedores compete for contracts to form part of a shipping lines service to cargo owners.The contracts require stevedores to provide berthing facilities and terminal services to shipping lines in accordance with a specified sailing schedule.The contracts can also require the stevedore to agree to certain key productivity standards,such as a certain number of container lifts per hour.Typically,the length of stevedores contracts with shipping lines range from 2 to 5 years.Stevedores also provide access to their terminals to transport operators for the purpose of fulfilling their obligations under the contracts with shipping lines.Stevedores use vehicle booking systems to allocate time slots for trucks to drop off,or collect,containers at the terminal.Rail operators are offered access via rail windows.Figure 1.4 shows the monitored stevedores and the ports where they operate container terminals in Australia.34 Transhipment might be required when there are no direct routes between the required origin and destination ports,or when a vessel originally bound for a destination port skips or blanks that port,as might be the case with vessels already experiencing substantial delays.18ACCC|Container stevedoring monitoring report|202324Figure 1.4:Container stevedores in Australias monitored port locations1.2.4 Shipping lines Shipping lines operate container ships to provide ocean freight transportation services to cargo owners.Shipping lines contract with stevedores and empty container park operators,at each port they intend to call.As depicted in Figure 1.5,in Section 1.2.7,shipping lines charge freight rates for their services to cargo owners(or the relevant freight forwarder)plus a range of surcharges and pass-through charges.As mentioned in Section 1.2.2,the pass-through charges generally cover the fees the shipping line expects to pay to all relevant ports,stevedores and empty container parks.Shipping lines typically own the containers used to transport cargo.Shipping lines charge detention fees to cargo owners for the continued use of a container beyond a certain agreed period to incentivise their prompt return for reuse.A standard shipping service will typically involve a vessel calling at a series of ports on a predetermined route.Cargo owners usually prefer direct shipping services,where their cargo remains on the same vessel from the port of origin until its destination.Direct services do not exist between all ports.Where a direct service does not exist,shipping lines will unload cargo at an intermediate port known as a transhipment hub,where it will later be loaded onto a different vessel.Shipping lines usually base their networks around these hubs.Congestion or delays at one port may affect a vessels ability to reach subsequent ports on its schedule.This can have significant flow-on effects,not just for the shipping line but also elsewhere along the supply chain.For example,stevedores and transport operators may lose productivity while 19ACCC|Container stevedoring monitoring report|202324equipment and labour sit idle.They may have to pay overtime and employ additional resources to clear congestion due to off-window arrivals.Shipping lines typically have a range of options to mitigate scheduling disruptions,such as slowing down in anticipation of delays,or speeding up to recover lost time.Shipping lines may also skip(or blank sail)a port altogether,roll cargo to a later service or add additional capacity to clear congestion.1.2.5 Transport operators Transport operators work on behalf of cargo owners to move containers to and from ports,either by road or rail.The majority of containers in Australia are currently transported by road,with a much smaller share handled by rail.In some cases,both road and rail are used for carrying containerised goods.For example,a truck may pick up export containers from their collection point,then deliver them to a rail terminal.The containers then go by rail to the stevedores terminal for loading onto a ship.As described earlier,cargo owners choose which shipping service they will use,which in turn determines the stevedore that will handle their cargo and the empty container park that they will need to use to pick up and drop off empty containers.The transport operator must then go to the designated terminal or empty container park to pick up,or drop off,containers.Currently,transport operators have little choice but to accept all the terms of access(including prices)set out under the stevedores and empty container parks standard access agreements.Transport operators currently do not have the option of negotiating their own individual terms of access.Transport operators incur fees when they pick up and drop off containers at stevedores terminals and empty container parks.Transport operators typically pass these fees on to cargo owners.1.2.6 Empty container parks Empty container parks store empty containers after they are returned by transport operators.Empty container parks may also provide ancillary services such as container cleaning,repairs and repositioning.Empty container park operators contract with shipping lines to provide storage and ancillary services.Empty container park operators typically(but not always)have contracts with multiple shipping lines and allocate space for each shipping line to store their empty containers.Empty container parks have booking systems and transport operators must pay a fee(usually called a notification fee)to make a booking to collect or de-hire containers.35 Empty container parks can also issue redirections to cargo owners,freight forwarders and transport operators,requesting that empty containers be returned to an alternative location.For example,an empty container park operator or shipping line may issue a redirection when there is insufficient capacity at a site or if unforeseen issues arise.1.2.7 Contractual relationships and flow of charges The supply chain involves a complex network of relationships between the key participants.Figure 1.5 shows the contractual relationships and the flow of charges(both represented by arrows)between key participants.35 De-hire refers to the process of returning an empty container to either an empty container park or a terminal.20ACCC|Container stevedoring monitoring report|202324Figure 1.5:Contractual relationships and flow of charges between parties in the supply chainOcean freight rates;pass on port charges,stevedore charges and empty container park chargesShipping linesPortsExporters/importers(cargo owners)Empty container parksTransport operators(truck,rail)StevedoresLand transport rates;pass on stevedore charges and empty container park chargesPort chargesLand rentStevedorechargesEmpty container park fee One party is charging another party for a service.Empty container park chargesStevedorecharges Charges levied to transport operators.Cargo owners do not have a direct contractual relationship with ports,stevedores or empty container parks.Shipping lines and transport operators pay those service providers for their services and then pass on those fees and charges to cargo owners.21ACCC|Container stevedoring monitoring report|2023241.3 The ACCCs monitoring program The ACCC is an independent Commonwealth statutory agency that promotes competition,fair trading,and product safety for the benefit of consumers,businesses,and the Australian community.The primary responsibilities of the ACCC are to enforce compliance with the competition,consumer protection,fair trading and product safety provisions of the Competition and Consumer Act 2010,regulate national infrastructure and undertake market studies.In addition to those primary responsibilities,the ACCC monitors the prices,costs and profits of container stevedores at Australias 5 largest container ports under a direction from the Treasurer.The focus of the ACCCs monitoring has changed since the monitoring program began in 1999.The following sections set out the current focus of the monitoring program and the steps taken in preparing this report.1.3.1 The focus of the ACCCs monitoring In 1998,there was a protracted labour dispute between Patrick Terminals and the Maritime Union of Australia.Following the introduction of a workplace reform package by the Australian Government,the ACCC was directed by the government to monitor the prices,costs and profits of stevedores and provide a report to the Minister within 4 months of the end of every financial year.36The initial purpose of the monitoring regime was to assess the impact of the reforms and to monitor the potential for wage-driven cost increases.Over time,the ACCC has shifted its focus to matters covered under Part VIIA of the Competition and Consumer Act.Specifically,Part VIIA stipulates that the ACCC must have particular regard to the following matters:the need to maintain investment and employment,including the influence of profitability on investment and employment the need to discourage a person who is in a position to substantially influence a market for goods or services from taking advantage of that power in setting prices the need to discourage cost increases arising from increases in wages and changes in conditions of employment inconsistent with principles established by relevant industrial tribunals.Pursuant to Part VIIA,the ACCC monitors a range of matters,including the degree of competition between the stevedores,whether the stevedores returns are indicative of excessive pricing,the level of investment by the stevedores and other port operators,and the degree of productivity and efficiency at Australian container ports.We consider that to correctly interpret the data we collect,and to understand the drivers behind the observed trends,it is essential to monitor developments across the entire supply chain.This is because the supply chain is an interconnected system of service providers,where developments in one part of the supply chain have flow-on effects on the operations of service providers in other parts of the supply chain.36 On 20 January 1999,the Federal Treasurer directed the ACCC under section 27A of the Prices Surveillance Act 1983(Prices Surveillance Act)to monitor the prices,costs and profit of container terminal operator companies at the ports of Adelaide,Brisbane,Burnie,Fremantle,Melbourne and Sydney.The Prices Surveillance Act has since been repealed and the price surveillance provisions are now contained in Part VIIA of the Competition and Consumer Act.The direction under the former section 27A of the Prices Surveillance Act is now deemed a direction under section 95ZE of the Competition and Consumer Act.22ACCC|Container stevedoring monitoring report|202324The ACCCs monitoring serves a number of purposes,including:to inform governments container freight policy and planning to provide transparency to industry participants about stevedores operations to facilitate more informed decision making.Relevant sections of Part VIIA are reproduced in Appendix C.The Ministerial direction setting out the ACCCs price monitoring framework is included in Appendix E.1.3.2 Steps the ACCC took in preparing this report This year,we undertook a comprehensive information-gathering process to inform this report and our analysis of stevedores profitability and landside charges.The ACCC analysed information from a range of sources We obtained information from a range of sources in preparation for this years monitoring report,including:publicly available information information and documents collected from each of the 5 stevedores,including under section 95ZK notices(see Section 1.3.2.2)freight rate data from S&P Global Commodity Insights(an industry intelligence provider)information voluntarily provided by a range of stakeholders.We appreciate the cooperation of all parties that provided information for this report.The ACCC has legislative obligations in relation to its management and disclosure of confidential information.The ACCC/AER Information Policy sets out the ACCCs general policy on the collection,use and disclosure of information.37 In preparing this report we have acted in accordance with these guidelines.The ACCC required stevedores to provide an extensive array of information and documents This year,we have used our compulsory information-gathering powers under section 95ZK of the Competition and Consumer Act 2010 to obtain data,information,and documents from all 5 stevedores(section 95ZK notices).These notices sought information concerning the period between January 2017 and May 2024,and required stevedores to give information and produce documents to the ACCC relevant to the supply of container stevedoring services in that period.We consulted with the stevedores on the scope and timing of the notices prior to issuing them.The information we required from the stevedores included details about their approach to setting prices,negotiations with shipping lines and terminal operating capacity.The documents we required included relevant business plans,board papers,competitor and market reports,pricing worksheets,shipping line contracts and a selection of emails.We received over 2,700 documents in response to the notices.We also have established arrangements for the stevedores to voluntarily provide financial and operational data to the ACCC for the purpose of the annual monitoring reports.This year,in addition to the usual annual data,we also asked stevedores to provide more detailed historical volume,revenue,costs and intangible assets data.37 The ACCC/AER Information Policy is available here on the ACCC website.23ACCC|Container stevedoring monitoring report|202324The ACCC recognises the time and effort involved with complying with our information requests.We appreciate the stevedores cooperation and active engagement with the monitoring program.The ACCC consulted with a wide range of industry participants As with previous years,we consulted with a wide range of parties across the supply chain to inform our report.Over a period of about 4 months,we engaged with industry participants to:Gain a more detailed understanding of how the supply chain operates.One of our aims was to better understand the extent to which cargo owners can choose a stevedore and empty container park indirectly through their choice of a shipping line service.We held 18 meetings with different market participants,including cargo owners,freight forwarders,industry bodies and shipping lines.Some market participants voluntarily provided information and documents,such as copies of invoices.Explore current issues in the supply chain.We sent surveys to industry participants and received 41 responses.We also held 16 meetings with industry participants,including the stevedores.Better understand the operations,market dynamics and pricing of empty container parks.We sent surveys to empty container park operators and received 8 responses.We also held 6 meetings with empty container park operators.In all,we held a total of 57 meetings with market participants in 2024,including 25 meetings with the stevedores.Industry participants views were vital in informing this report.We thank participants for their time and contributions.24ACCC|Container stevedoring monitoring report|2023242.State of the supply chain Key points Global events significantly disrupted the container freight supply chain in 202324.Attacks on merchant ships in the Red Sea led to many shipping lines avoiding the Suez Canal and instead sailing a longer distance around South Africa.This re-routing led to a considerably longer transit time for a significant proportion of global container trade and contributed to port congestion and a reduction in available global shipping capacity.Global vessel schedule reliability deteriorated over 202324,reflecting the impact of concurrent disruptions in the Red Sea and the Panama Canal,as well as weather events and surges in demand.Some market participants told us that local weather events and protected industrial action at DP Worlds container terminals exacerbated the impacts of global disruptions and contributed to further delays to cargo arriving in Australia.Market participants said that supply chain delays resulted in increased costs to many service providers,including shipping lines and transport operators,which has translated into higher costs for cargo owners.Some cargo owners said they paid more for container detention,as they found it difficult to return containers on time due to supply chain delays.Global ocean container freight rates were,at times,up to 4 times higher in 2024 than in 2023.On some Australian trade lanes,ocean container freight rates in September 2024 were between 4 to 11 times higher than in the previous year.This chapter is based on information we collected through our industry consultation process as well as other data sources(see Section 1.3.2).It describes the state of the container freight supply chain and the impact that market dynamics in 202324 had on various users of the supply chain.2.1 Global and domestic disruptions impacted container trade flows in 202324As we stated in last years report,the supply chain appeared to be operating in a more predictable manner in 202223,following 2 years of significant disruption coinciding with the COVID-19 pandemic.Market participants told us that in 202324 they observed a significant deterioration in the reliability of the supply chain.From our research and market enquiries we understand that,in 202324,international shipping was affected by concurrent disruptions affecting 2 routes that are important for facilitating global trade:the Suez Canal and the Panama Canal.25ACCC|Container stevedoring monitoring report|2023242.1.1 Attacks on ships in the Red Sea led to long detours around Africa The Suez Canal is an important waterway for international seaborne trade.It is the shortest maritime route between Asia and Europe.Ordinarily,about 22%of global containerised trade flows through the canal.38 In November 2023,militants raided and seized the commercial cargo ship Galaxy Leader as it sailed in the Red Sea.39 Further militant attacks occurred in both the Red Sea and Gulf of Aden throughout December 2023 and January 2024.In response to the escalated security situation,most shipping lines re-routed services that would normally transit the Suez Canal(via the Red Sea)on a much longer journey around South Africa.Figure 2.1 depicts the detour around South Africa via the Cape of Good Hope.Figure 2.1:The longer route around the Cape of Good HopePanamaCanalSuezCanalRedSeaGulf ofAdenCape ofGood HopeOriginal route via Suez Canal(when sailing from Asia to Rotterdam,for example)Detour around Cape of Good HopeA shipping line informed us that the detour around South Africa increased sailing time by an additional 10 to 12 days.One exporter told us that the change meant multiple transhipments40 were added to the journey while another said that the expected additional transit time sometimes extended to 21 to 28 days.We understand that the longer journeys affected vessel schedules and resulted in increased operational costs for shipping lines,including higher fuel,labour and carbon emissions costs.38 C Bacrot and M Faure,Red Sea Crisis and implications for trade facilitation in Africa,UN Trade and Development(UNCTAD)website,2024,accessed 25 October 2024.39 Australian National Security,Ansar Allah,Australian National Security website,2024,accessed 15 October 2024.40 Transhipment refers to the transfer of cargo from one vessel to another at an intermediate port between the port of origin and the final destination port.26ACCC|Container stevedoring monitoring report|202324At the time of writing,it appears that most shipping lines continue to avoid the Red Sea and instead use the longer route around the Cape of Good Hope.The longer vessel journeys reduced worldwide shipping capacity Market participants explained that longer transit times around the Cape of Good Hope reduced worldwide available shipping capacity.41 Shipping lines typically offer weekly services at each port they call.With ships sailing for more days to cover the longer distance,shipping lines need to deploy more vessels to offer the same frequency of service(if they do not change ship speed).42 The shipping line,Maersk,publicly stated in an update on its website,in May 2024,that the knock-on effects of the Red Sea situation included equipment and capacity shortages.In that update,Maersk estimated an industry-wide capacity loss of 15 to 20%on the Far East to North Europe and Mediterranean market during the second quarter of 2024.Maersk also stated in the same update that it leased more than 125,000 additional containers to add capacity in line with customers needs.43We understand that,while the majority of Australias containerised trade does not transit through the Suez Canal,the reduced availability of vessels and containers flowed through to the Australian market.From our market enquiries,we understand that some cargo owners had to make bookings further in advance than normal to secure space on vessels.Some exporters also said that,at times,they found it difficult to source empty containers.2.1.2 The Red Sea issues compounded existing Panama Canal challengesIndustry analysts told us that the issues in the Red Sea compounded an already challenging situation occurring in the Panama Canal.The Panama Canal is an artificial waterway that connects the Atlantic Ocean to the Pacific Ocean(see Figure 2.1,above).It provides a passage for seaborne trade to flow,for example,from Asia and Europe to the east coast of the United States of America.We understand that,from about July 2023 until mid-2024,the Panama Canal Authority placed restrictions on the number of vessels that were allowed to pass through the canal.The restrictions were imposed due to concerns about water levels in Gatun Lake,which supplies the water used to operate the canals locks.In October 2023,the Panama Canal Authority stated that the level of the Gatun Lake had declined to unprecedented levels for that time of year.44 These restrictions disrupted shipping schedules and caused delays.To avoid longer waiting times,some vessels re-routed through the Suez Canal(prior to the escalated security concerns,described above).45 We understand that some shipping lines switched to offer land transport options where possible,including,for example,on the Panama Canal Railway.46We understand that the Panama Canal restrictions started to ease from March 2024.41 Available shipping capacity refers to the availability of space on vessels to transport containers.42 International Transport Forum,The Red Sea Crisis:Impacts on global shipping and the case for international co-operation,Background Paper,International Transport Forum,Paris,2024,accessed 1 November 2024.43 Maersk,Maersk Operations through Red Sea/Gulf of Aden 6 May 2024 update,Maersk website,2024,accessed 1 November 2024.44 Panama Canal Authority,Advisory To Shipping No.A-48-2023,Panama Canal Authority website,2023,accessed 1 November 2024.45 UN Trade&Development(UNCTAD),Navigating Troubled Waters:Impact to global trade of disruption of shipping routes in the Red Sea,Black Sea and Panama Canal,UNCTAD website,2024,accessed 1 November 2024.46 International Transport Forum,The Red Sea Crisis:Impacts on global shipping and the case for international co-operation,Background Paper,International Transport Forum,Paris,2024,accessed 1 November 2024.27ACCC|Container stevedoring monitoring report|2023242.1.3 DP Worlds container terminals in Australia experienced significant disruptions in 202324Multiple market participants said that disruptions resulting from protected industrial action(industrial action)at DP Worlds container terminals exacerbated the impacts of global disruptions.Some survey respondents said that delays associated with the industrial action were the greatest challenge for Australias container freight supply chain over 202324.The industrial action occurred at DP Worlds container terminals in Brisbane,Sydney,Melbourne and Fremantle from October 2023 to January 2024.47 The industrial action was carried out in connection with enterprise agreement negotiations between the Maritime Union of Australia and DP World.It included work stoppages and work bans on activity such as loading or unloading trucks and trains.48 DP World told us that the industrial action had a significant impact on its operations.DP World said that vessels were delayed by up to 30 days at a critical time of year for cargo owners in the lead up to both the Christmas and Chinese New Year.We understand that that the industrial action had a large impact on shipping lines that ordinarily called at DP World container terminals.One shipping line said the impact on its operations led to vessel delays,port omissions and deterioration of schedule reliability.Another shipping line told us that the impact on shipping schedules was long-lasting,and that it was still trying to improve vessel schedule integrity in mid-2024,after the industrial action ended.The shipping line also told us that the industrial action caused it to significantly reduce the number of vessels that called Australia.Some cargo owners told us that the industrial action led to delays in collecting and dropping off containers at DP Worlds container terminals.We also heard that there were flow-on effects to other stevedores.A cargo owner explained that,as DP World subcontracted some vessels to other stevedores,the additional volumes of containers caused congestion at those container terminals too.2.2 Vessel schedule reliability deteriorated over 2023242.2.1 Global vessel schedule reliability declined over 202324After improving considerably over 202223,global vessel schedule reliability declined over 202324.Vessel schedule reliability is measured as a percentage of vessels that arrive on time.49 Figure 2.2 shows global vessel schedule reliability and average delays over 202324.50 Global schedule reliability data published by industry analyst,Sea-Intelligence,covers schedule reliability across 34 trade lanes,51 including the following lanes that connect to Oceania:52 Europe-OceaniaNorth America-Oceania and Oceania-North AmericaAsia-Oceania and Oceania-Asia.47 DP Worlds enterprise agreement covering stevedoring operations expired in September 2023.48 I Ackerman,More industrial action at DP World,Daily Cargo News,24 October 2023,accessed 25 October 2023.49 That is,at their scheduled arrival time,with a limited window of tolerance.50 Sea-Intelligence,the website that publishes data on global vessel schedule reliability,defines on time as being within one day either side of the schedule arrival time.This is different to how stevedores measure on time.51 Across combinations of 18 geographical regions.52 Sea-Intelligence define Oceania as the geographical region comprised of Australia,New Zealand and Melanesia.28ACCC|Container stevedoring monitoring report|202324Figure 2.2:Global vessel schedule reliability June 2018 to September 20240 0Pp%on time arrivals0123456789Average delay(days)On-time arrivals(%)(left)Average delay(days)(right)202324Jun18Sep18Dec18Mar19Jun19Sep19Dec19Mar20Jun20Sep20Dec20Mar21Jun21Sep21Dec21Mar22Jun22Sep22Dec22Mar23Jun23Sep23Dec23Mar24Jun24Sep24Source:Sea-Intelligence,Global Liner Performance Report,Issue 158.Figure 2.2 shows that,by June 2024,global schedule reliability had dropped to 54%,which was 10 percentage points lower than the previous year.The global average duration of vessel delays generally ranged between 4 and 5 days over 202324,although extended out to 6 days in January 2024 following the initial Red Sea diversions.While global schedule reliability has been relatively stable in 2024,ranging between 50%to 56%,it remains lower than pre-pandemic levels.Supply chain disruptions can affect the ability of a vessel to arrive and depart at its scheduled time.A vessel that does not arrive at its schedule time(within a limited tolerance period)is known as an off-window arrival.A ship that arrives off-window may have to wait for a berth to become available and for unloading operations to commence.Such delays typically have a knock-on effect at the vessels subsequent scheduled port calls.Some market participants told us that global port congestion,primarily due to flow-on effects of the Red Sea diversions,was a major contributor to the decline in global vessel schedule reliability.A shipping line said that knock-on effects of the Red Sea situation included vessel bunching53 and bottlenecks.We understand that weather events and surges in demand also contributed to congestion at many container ports around the world in the first half of 2024.54 As part of our market enquiries,industry analysts informed us that congestion also built at transhipment ports in Southeast Asia from about mid-2024,including at the Port of Singapore.The Port of Singapore is the worlds largest transhipment hub.55 Many trade routes connecting Australia with the rest of the world tranship through Port of Singapore on a hub and spoke model.56 An exporter told us that they felt that,at one point,congestion at the Port of Singapore was even worse than during the pandemic.53 Vessel bunching is when ships arrive close to each other or back-to-back.54 Shipping Australia,SAL Marketwatch:security situation worsens;port congestion remains high;disruption continues to disrupt;rates inch downwards,Shipping Australia website,2024,accessed 1 November 2024.55 A transhipment hub is where cargo is transferred from one vessel to another at an intermediate port between the port of origin and the final destination port.56 Shipping lines usually base their networks around transhipment hubs,which connect shorter distance,regional routes with longer distance lines.29ACCC|Container stevedoring monitoring report|2023242.2.2 Local events exacerbated the impact of global disruptions on vessel schedule reliability in AustraliaWe requested stevedores to provide vessel schedule reliability data for their container terminals in Australia.Data supplied by stevedores shows that vessel schedule reliability in Australia deteriorated in 202324.Some industry participants said that the impact of global disruptions on vessel schedule reliability was compounded in Australia by local weather events and the industrial action at DP Worlds container terminals.Some stevedores told us that poor vessel schedule reliability over 202324 made terminal planning more difficult and resulted in periods of congestion.A stevedore explained that less reliable vessel arrivals places pressure on both stevedores and transport operators to move large volumes of containers in a compressed period.One stevedore also reported that yard congestion impacted vehicle booking slot availability for transport operators to pick up or drop off containers.Another stevedore told us that poor vessel schedule reliability and vessel blanking in 202324 resulted in lost volume.Vessel blanking is when ships blank sail(omit a port call),often to make up for delays and get back on schedule.The stevedore explained that,when a vessel bypassed a visit,the vessels volume did not necessarily go on the following weeks service as that vessel may have already been full.The stevedore said that the net result was that container volume was deferred and ultimately lost,which impacted on its revenue.Poor vessel schedule reliability can have significant flow-on effects throughout the supply chain.Cargo owners and freight forwarders told us that schedule disruptions caused delays in goods being received.For example,an importer told us that,due to long delays at transhipment ports,their goods sometimes arrived in Australia weeks or even months behind schedule.Cargo owners explained that vessel delays affected their business in several ways.Some importers told us that the impacts of delayed stock arrival,due to disrupted shipping schedules,included lost sales,cash flow issues(due to having to pay for goods well in advance of when they can be sold)and damaged business reputation.Some exporters told us that they suffered lost sales due to customers cancelling orders and perishable products passing their use-by dates.2.3 Ocean container freight rates on global and Australian trade routes rose substantially in 202324 2.3.1 Global ocean container freight rates were elevated in 202324 compared to the previous year Global ocean spot market57 container freight rates increased significantly in December 2023,following the attacks on vessels in the Red Sea.Until then,ocean container freight rates had mostly returned to the pre-pandemic levels.Figure 2.3 shows how the Platts Container Index has tracked since July 2017.The Platts Container Index is a weighted average of S&P Global Platts key container assessments,which include North Asia to North America and North Asia to North Continent routes.57 pot market rates refer to the price for one-off shipments,as opposed to a locked-in contract price for a period of time.30ACCC|Container stevedoring monitoring report|202324Figure 2.3:Platts Container Index($US/40-foot equivalent unit),30 September 2017 to 30 September 2024$US/40-foot equivalent unit20232401,0002,0003,0004,0005,0006,0007,0008,0009,000 Sep 2017 Dec 2017 Mar 2018 Jun 2018 Sep 2018 Dec 2018 Mar 2019 Jun 2019 Sep 2019 Dec 2019 Mar 2020 Jun 2020 Sep 2020 Dec 2020 Mar 2021 Jun 2021 Sep 2021 Dec 2021 Mar 2022 Jun 2022 Sep 2022 Dec 2022 Mar 2023 Jun 2023 Sep 2023 Dec 2023 Mar 2024 Jun 2024 Sep 2024Source:S&P Global Commodity Insights.As shown in Figure 2.3,the index more than doubled in late December 2023,and has fluctuated significantly since then.In June 2024,the index reached more than US$4,000 per 40-foot equivalent unit,which was more than 4 times higher than the previous year.Industry analysts explained that the following factors contributed to increases in global ocean container freight rates since late 2023:increased shipping line operating costs(such as labour and fuel costs)associated with Red Sea diversions reduced global shipping capacity(as discussed in Section 2.1.1)surges in demand.The analysts said that,aside from the usual seasonal fluctuations in demand,there was a spike in demand for container shipping from China to the United States of America in May 2024.We understand that this happened following the announcement of planned increases in tariffs on electric vehicles and components imported into America.58 We understand that in Brazil,there was a similar increase in demand for electric vehicles from China,with tariffs increasing incrementally over 2024.59 The Reserve Bank of Australias August 2024 Statement on Monetary Policy referred to the rising ocean container freight rates and stated:60 While this has not yet materialised in higher global goods inflation,it could pose an upside risk if sustained,with possible spillovers to goods inflation in Australia.2.3.2 Ocean container freight rates on key Asia-Australia routes also increased significantly compared to the previous year In September 2023,S&P Global Platts launched assessments of ocean container freight rates on key Asia-Australia trading routes.Figure 2.4 shows the movement of ocean container freight rates on 4 Asia-Australia import routes from September 2023 to October 2024.58 The relevant briefing can be viewed here on The White House website.59 International Energy Agency(IEA),Electrical vehicle import tariff and quotas,IEA website,2024,accessed 1 November 2024.60 Reserve Bank of Australia,Statement on Monetary Policy August 2024,Reserve Bank of Australia website,2024,accessed 1 November 2024.31ACCC|Container stevedoring monitoring report|202324Figure 2.4:Platts Container Rates($US/40-foot equivalent unit)Australian import routes,September 2023 to October 2024$US/40-foot equivalent unit01,0002,0003,0004,0005,0006,000Sep 2023Oct 2023Nov 2023Dec 2023Jan 2024Feb 2024Mar 2024Apr 2024May 2024Jun 2024Jul 2024Aug 2024Sep 2024Oct 2024North Asia West Coast AustraliaNorth Asia East Coast AustraliaSoutheast Asia East Coast AustraliaSoutheast Asia West Coast AustraliaSource:S&P Global Commodity Insights.Figure 2.4 shows that ocean container freight rates on Southeast Asia to Australia trade lanes have significantly increased since December 2023.Rates on the trade lane between North Asia and the east coast of Australia rose soon after,up to nearly US$3,000 per 40-foot equivalent unit in January 2024.By mid-September 2024,rates on all 4 import routes were up to 4 to 11 times higher than the previous year.Ocean container freight rates on 3 of key Australia-Asia export trade lanes were also higher in mid-September 2024 compared to the previous year.However,the increases on these routes were not nearly as significant as on import routes,ranging between US$50 to US$150 per 40-foot equivalent unit higher than at the same time in the previous year.Higher ocean container freight rates on some Australian trade routes may be partly due to some shipping lines withdrawing capacity from Australia in the past 12 monthsMarket participants told us that,in the past 12 months,some shipping lines removed or restructured some services on Australian trade routes,redeploying vessels in other,more lucrative trade routes.For example,in August 202461,Mediterranean Shipping Company(MSC)suspended its weekly Southeast Asia service which included calls at Fremantle and Adelaide.62 We understand that,in October 2024,MSC commenced a weekly service from Asia direct to Fremantle,but that service does not call at Adelaide.63Shipping lines withdrawing capacity from some Australian trade routes has left some cargo owners with fewer shipping service options on those trade routes and may have partly contributed to increased ocean container freight rates on those routes.61 MSC,MSC Reshuffles its Asia-Oceania Network,MSC website,2024,accessed 1 November 2024.62 M Li,MSC restarts Far East-Australasia service as rates head north,Container News,19 August 2024,accessed 1 November 2024.63 D Crisp,MSC Fills WA Gap With Koala Daily Cargo News,2 October 2024,accessed 1 November 2024.32ACCC|Container stevedoring monitoring report|202324Shipping lines often used surcharges and general rate increases to raise ocean container freight ratesThroughout 202324,shipping lines often raised their prices through various surcharges and general rate increases,which they applied on top of base ocean container freight rates(refer to Box 2.1).64 Some cargo owners told us that these surcharges and general rate increases were a challenge over 202324.Multiple cargo owners said they found the unpredictability of freight rates challenging,with one cargo owner explaining that the volatility of freight rates made it very difficult to forecast the market and budget for freight costs.One exporter also told us that they were not able to recover from their customers all additional costs associated with Red Sea surcharges.Box 2.1:Shipping line surcharges and general rate increases in 202324Surcharges The ACCC understands that,in general,shipping lines introduce surcharges to offset additional or unexpected cost increases.Surcharges announced by shipping lines over 202324 include:Emergency surcharge:For example,OOCL announced an emergency surcharge of US$550/TEU effective from 15 January 2024 on shipments between Australia and New Zealand and Europe,due to Red Sea vessel redirections.65Peak season surcharge:For example,Hapag Lloyd announced a peak season surcharge of$US1,000/TEU effective from 15 June 2024 on shipments from Oceania to North Europe and the Mediterranean.66 General rate increases The ACCC understands that shipping lines announce general rate increases from time to time to adjust their base ocean container freight rates.For example,ANL announced a rate restoration program of US$300/20-foot container and US$600/40-foot container effective from 15 May 2024 on all shipments from North East Asia to Australia East Coast.67 64 The Platts Container rates on global and Australian trade routes(shown in Figures 2.4 and 2.5)include industry-wide surcharges and general rate increases imposed by shipping lines.65 The relevant announcement can be viewed here on OOCLs website.66 The relevant announcement can be viewed here on Hapag-Lloyds website.67 The relevant announcement can be viewed here on ANLs website.33ACCC|Container stevedoring monitoring report|2023242.4 Delays resulted in increased costs for container freight supply chain participantsMultiple industry participants said that the additional transit time,due to the Red Sea issues and congestion-related delays,resulted in increased costs over 202324.Some stevedores explained that congestion at container terminals led to higher labour costs,due to increased overtime hours.The stevedores also mentioned that yard congestion impacted their ability to carry out maintenance when it was due,which resulted in further costs.An exporter said the industrial action at DP Worlds container terminals cost their business millions of dollars in additional charges for transport,detention fees(see Section 2.5)and lost freight during the period.An importer told us that,in anticipation of protected industrial action at DP Worlds terminals,it engaged shipping lines outside of its usual contracts to ensure cargo could be loaded.The importer said that this resulted
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SIAM Annual Report 2023-24#SIAM Annual Report 2023-24Annual Report Annual Report Annual Report 2023-24SIAM Annual Report 2023-24SIAM Annual Report 2023-24Annual Report Annual Report Annual Report 2023-24SIAM Annual Report 2023-24SIAM Annual Report 2023-24Annual Report Annual Report Annual Report 2023-241SIAM Annual Report 2023-24SIAM Annual Report 2023-24TABLE OF CONTENTSSIAM Councils&Groups 2023-24.132Linkage with other Institutions in India.144SIAM Secretariat.143About SIAM.9Global Auto Industry Performance in 2023.13Building the Nation,Responsibly.15SIAM Annual Activities&Milestones.17rdSIAM 63 Annual Convention 2023.18Economic&Commercial Affairs.29Technical Affairs.51Presidents Message.3Bharat Mobility Global Expo 2024.21SIAM Executive Committee 2023-24.140Initiatives of SIAM SAFE.124Performance of the Automobile Industry in 2023-24.10Past Presidents.141SIAM Members.142Overseas Linkage.1451SIAM Annual Report 2023-24SIAM Annual Report 2023-24TABLE OF CONTENTSSIAM Councils&Groups 2023-24.132Linkage with other Institutions in India.144SIAM Secretariat.143About SIAM.9Global Auto Industry Performance in 2023.13Building the Nation,Responsibly.15SIAM Annual Activities&Milestones.17rdSIAM 63 Annual Convention 2023.18Economic&Commercial Affairs.29Technical Affairs.51Presidents Message.3Bharat Mobility Global Expo 2024.21SIAM Executive Committee 2023-24.140Initiatives of SIAM SAFE.124Performance of the Automobile Industry in 2023-24.10Past Presidents.141SIAM Members.142Overseas Linkage.1453SIAM Annual Report 2023-242SIAM Annual Report 2023-243SIAM Annual Report 2023-24PRESIDENTS MESSAGEMr Vinod AggarwalPresident,SIAM and MD&CEOVolvo Eicher Commercial Vehicles Ltd.Commercial Vehicle industry had a marginal growth to 0.97 million units.While Bus segment grew significantly reaching a new peak,the trucks segments were almost static.However,with migration to higher tonnage trucks and tractor-trailers,there has been good increase in payload capacity of the truck industry.Two-wheeler segment continued the recovery path with a growth of over 13%in domestic sales to almost 18 million units,even though it remains lower than the earlier peak of 21 million units achieved in FY19.Exports remained distressed with sizeable drop in Commercial Vehicles,Two-Wheelers and Three-Wheelers,though Passenger Vehicles grew marginally.This was largely due to the geopolitical situation and economic distress in some key export markets.Transformation in the industry:Sustainability and decarbonisation.Alongside this growth,the industry is transforming rapidly in response to the global and national priorities of sustainability,decarbonisation and safety.I am proud to note that the Indian Automotive Industry has risen to the occasion by:Adopting the globally state-of-art BS VI OBD II emission standards which took effect on April 1,2023.With this step,India has closed the emission gap with advanced economies.Three-Wheeler industry was almost close to the earlier peak of 0.7 million units in FY 19.Ramping up production and sales of Electric Vehicles(EVs),supported by the FAME program and Production Linked Incentive(PLI)scheme of Government of India.The year witnessed growth of 90%in Electric Passenger Vehicles and 30%in Electric Two-Wheelers,even if this is on a small base.On the back of strong Indian economic growth of 8.2%during 2023-24,the Indian Automotive Industry posted a solid performance,growing 12.5%in volume terms.The industry contributed 6.8%to GDP with a respectable turnover of about Rs 20 Lakh Crores(equivalent to USD 240 Billion)and continues to be a strong source of employment.We appreciate the conducive policies of Government of India that made this possible.Lets take stock of some of the highlights:Passenger Vehicle segment led the growth with overall production touching almost 5 million units,including 4.2 million units domestic sales with a growth of 8.4%and 0.7 million units of exports.3SIAM Annual Report 2023-242SIAM Annual Report 2023-243SIAM Annual Report 2023-24PRESIDENTS MESSAGEMr Vinod AggarwalPresident,SIAM and MD&CEOVolvo Eicher Commercial Vehicles Ltd.Commercial Vehicle industry had a marginal growth to 0.97 million units.While Bus segment grew significantly reaching a new peak,the trucks segments were almost static.However,with migration to higher tonnage trucks and tractor-trailers,there has been good increase in payload capacity of the truck industry.Two-wheeler segment continued the recovery path with a growth of over 13%in domestic sales to almost 18 million units,even though it remains lower than the earlier peak of 21 million units achieved in FY19.Exports remained distressed with sizeable drop in Commercial Vehicles,Two-Wheelers and Three-Wheelers,though Passenger Vehicles grew marginally.This was largely due to the geopolitical situation and economic distress in some key export markets.Transformation in the industry:Sustainability and decarbonisation.Alongside this growth,the industry is transforming rapidly in response to the global and national priorities of sustainability,decarbonisation and safety.I am proud to note that the Indian Automotive Industry has risen to the occasion by:Adopting the globally state-of-art BS VI OBD II emission standards which took effect on April 1,2023.With this step,India has closed the emission gap with advanced economies.Three-Wheeler industry was almost close to the earlier peak of 0.7 million units in FY 19.Ramping up production and sales of Electric Vehicles(EVs),supported by the FAME program and Production Linked Incentive(PLI)scheme of Government of India.The year witnessed growth of 90%in Electric Passenger Vehicles and 30%in Electric Two-Wheelers,even if this is on a small base.On the back of strong Indian economic growth of 8.2%during 2023-24,the Indian Automotive Industry posted a solid performance,growing 12.5%in volume terms.The industry contributed 6.8%to GDP with a respectable turnover of about Rs 20 Lakh Crores(equivalent to USD 240 Billion)and continues to be a strong source of employment.We appreciate the conducive policies of Government of India that made this possible.Lets take stock of some of the highlights:Passenger Vehicle segment led the growth with overall production touching almost 5 million units,including 4.2 million units domestic sales with a growth of 8.4%and 0.7 million units of exports.5SIAM Annual Report 2023-244SIAM Annual Report 2023-24SIAM on its part led a number of initiatives to spotlight Sustainable Mobility and De-carbonisation:Commencing production of vehicles which are compliant to 20%Ethanol,thereby paving the way for flex fuel vehicles in the coming years.Work has been started on developing solutions for Hydrogen based fuel based on the Government of Indias Green Hydrogen Mission.Enhancing safety by incorporating active and passive safety devices,improved testing standards and training.Encouraging modernization of vehicle fleet through scrappage of old polluting and unsafe vehicles as envisaged in the Vehicle Scrappage Policy.The fifth initiative?(Hydrogen Mobility)focuses on Indias Green Hydrogen ecosystem which is in its nascent stages.SIAM has taken up the mantle of raising awareness of Hydrogen based mobility as a viable,sustainable transportation option.The first is Bio Initiative with a campaign called?(Bio Initiative).Under this narrative,we had ndorganised the 2 edition of the International Symposium on Thriving Eco-Energy in Mobility coinciding with the Bharat Mobility Global Expo 2024 and also hosted a Pavilion at the Expo on the theme Cleaner Mobility for LiFE,which brought together organizations from the Biofuel value chain.We also organised a Conference on the occasion of World Biofuel Day in August 2024.The final and the sixth initiative is associated with Road Safety,through a campaign on?(Safe Journey).SIAM undertook a major initiative by signing a MoU on a comprehensive Road Safety Education Curriculum with Kendriya Vidyalaya Sangathan for imparting learnings of Road Safety to students across ndthe country.SIAM also organised the 2 Surakshit Safar Pavilion at Bharat Mobility Global Expo,which featured a Road Safety run,driving training sessions using simulators,working exhibits,road safety competitions,educational and awareness stage performances.Under the second initiative on Electrification,i.e.?(Electrification),SIAM organised the first ever“Green Plate EV Rally”that was successful in showcasing very wide product offering available in Electric rdVehicles across various vehicle segments.The 3 edition of the Global Electrification Mobility Summit was organised coinciding with the Bharat Mobility Global Expo 2024.A detailed report on Skills Gap in Electric Vehicles was also published and released at a separate Workshop organised on“Empowering an EV Ready Workforce in Indias Auto sector.”The third initiative is linked to encouraging increased adoption of gas-based fuels through a campaign of?(Gas based mobility)in-line with the Government vision of 15%gas share in the energy mix by 2030.SIAM has advocated through Conferences and Context Papers that Gas-based mobility with Compressed Biogas at the helm,is key to the accelerated adoption of Sustainable Mobility.Make in IndiaAs part of our contribution to Make in India and Aatmanirbharta(self-reliance),SIAM members are committed to reduce import content by 16 %by 2025 from the base 2019-20 levels,thereby targeting to reduce nd?(Circularity),on Recycling and Circular Economy is the fourth initiative.SIAM organized the 2 edition of the International Conference on Sustainable Circularity coinciding with the Bharat Mobility Global Expo 2024 and also hosted the first ever Circularity Pavilion at the Expo with the theme“Nature positive pathways for LiFE”With fact-based representation by SIAM,various Quality Control Orders(QCOs),Testing Protocols and Rules issued by Government have been aligned with the industry.This will facilitate uninterrupted delivery of world-class Automobiles to Indian consumers.We appreciate the supportive approach of the Ministry of Heavy Industries,Ministry of Finance,Ministry of Commerce,Ministry of Environment&Forests,Ministry of Road Transport&Highways,Ministry of Petroleum and Natural Gas,State Governments and various testing agencies in this regard.Collaboration with Government 2023-24Automotive Mission Plan IIII am very proud to note that SIAM is a key stakeholder identified by Ministry of Heavy Industries for preparing the Automotive Mission Plan(AMP)III from 2024-2047.The AMP 2047 will provide a comprehensive roadmap for the Auto industry and associated sectors for significant contributions towards the vision of a developed India The highlight of Bharat Mobility Global Expo 2024 was the visit and subsequent Inaugural Address by the ndHonble Prime Minister of India,Sh.Narendra Modi on 2 February 2024.Fuel Cell powered Trucks,Buses&Cars Bharat Mobility Global Expo 2024SIAM continues to work closely with Government stakeholders on areas of interest for the Auto sector.This included engaging with the Ministry of Finance and Ministry of Heavy Industries to secure Concessional Rate of Customs Duty for Lithium-ion cells up to March 2026.In addition,Government extended exemption for Customs duty on import of capital goods for manufacture of lithium-ion cell till March 2029 and exemption is also granted for import of parts,sub parts,input/raw material used in manufacturing of Lithium-ion Cell till March 2026.As part of its outreach to drive localization,SIAM also showcased certain shortlisted components at a specially demarcated SIAM Localisation Zone at the Bharat Mobility Global Expo 2024.imports to the tune of Rs 20,000 Rs 25,000 crores in 5 years.The first phase of import reduction of 5.8%was achieved in last two years.Hydrogen IC Engine&VehiclesSIAM members have embarked on the journey of deep localisation of components and are collaborating extensively with component manufacturers,both directly and through the Automotive Component Manufacturers Association of India(ACMA).strdThe First edition of Bharat Mobility Global Expo 2024 was held from 1 3 February 2024 at Bharat Mandapam,New Delhi under the aegis of the Ministry of Commerce&Industry.SIAM took the lead in organising a Vehicles Pavilion where 28 Vehicle Manufacturers showcased its Make-in-India credentials and world class&cutting edge technologies.These included:Eco friendly,low particulate emission LNG and CNG Vehicles(Trucks,Buses,Cars and Three Wheelers)Next-gen Electric Vehicles(Trucks,Buses,Cars,Two-Wheeler and Three Wheelers)Ethanol Flex Fuel Vehicles(Cars and Two-Wheelers)5SIAM Annual Report 2023-244SIAM Annual Report 2023-24SIAM on its part led a number of initiatives to spotlight Sustainable Mobility and De-carbonisation:Commencing production of vehicles which are compliant to 20%Ethanol,thereby paving the way for flex fuel vehicles in the coming years.Work has been started on developing solutions for Hydrogen based fuel based on the Government of Indias Green Hydrogen Mission.Enhancing safety by incorporating active and passive safety devices,improved testing standards and training.Encouraging modernization of vehicle fleet through scrappage of old polluting and unsafe vehicles as envisaged in the Vehicle Scrappage Policy.The fifth initiative?(Hydrogen Mobility)focuses on Indias Green Hydrogen ecosystem which is in its nascent stages.SIAM has taken up the mantle of raising awareness of Hydrogen based mobility as a viable,sustainable transportation option.The first is Bio Initiative with a campaign called?(Bio Initiative).Under this narrative,we had ndorganised the 2 edition of the International Symposium on Thriving Eco-Energy in Mobility coinciding with the Bharat Mobility Global Expo 2024 and also hosted a Pavilion at the Expo on the theme Cleaner Mobility for LiFE,which brought together organizations from the Biofuel value chain.We also organised a Conference on the occasion of World Biofuel Day in August 2024.The final and the sixth initiative is associated with Road Safety,through a campaign on?(Safe Journey).SIAM undertook a major initiative by signing a MoU on a comprehensive Road Safety Education Curriculum with Kendriya Vidyalaya Sangathan for imparting learnings of Road Safety to students across ndthe country.SIAM also organised the 2 Surakshit Safar Pavilion at Bharat Mobility Global Expo,which featured a Road Safety run,driving training sessions using simulators,working exhibits,road safety competitions,educational and awareness stage performances.Under the second initiative on Electrification,i.e.?(Electrification),SIAM organised the first ever“Green Plate EV Rally”that was successful in showcasing very wide product offering available in Electric rdVehicles across various vehicle segments.The 3 edition of the Global Electrification Mobility Summit was organised coinciding with the Bharat Mobility Global Expo 2024.A detailed report on Skills Gap in Electric Vehicles was also published and released at a separate Workshop organised on“Empowering an EV Ready Workforce in Indias Auto sector.”The third initiative is linked to encouraging increased adoption of gas-based fuels through a campaign of?(Gas based mobility)in-line with the Government vision of 15%gas share in the energy mix by 2030.SIAM has advocated through Conferences and Context Papers that Gas-based mobility with Compressed Biogas at the helm,is key to the accelerated adoption of Sustainable Mobility.Make in IndiaAs part of our contribution to Make in India and Aatmanirbharta(self-reliance),SIAM members are committed to reduce import content by 16 %by 2025 from the base 2019-20 levels,thereby targeting to reduce nd?(Circularity),on Recycling and Circular Economy is the fourth initiative.SIAM organized the 2 edition of the International Conference on Sustainable Circularity coinciding with the Bharat Mobility Global Expo 2024 and also hosted the first ever Circularity Pavilion at the Expo with the theme“Nature positive pathways for LiFE”With fact-based representation by SIAM,various Quality Control Orders(QCOs),Testing Protocols and Rules issued by Government have been aligned with the industry.This will facilitate uninterrupted delivery of world-class Automobiles to Indian consumers.We appreciate the supportive approach of the Ministry of Heavy Industries,Ministry of Finance,Ministry of Commerce,Ministry of Environment&Forests,Ministry of Road Transport&Highways,Ministry of Petroleum and Natural Gas,State Governments and various testing agencies in this regard.Collaboration with Government 2023-24Automotive Mission Plan IIII am very proud to note that SIAM is a key stakeholder identified by Ministry of Heavy Industries for preparing the Automotive Mission Plan(AMP)III from 2024-2047.The AMP 2047 will provide a comprehensive roadmap for the Auto industry and associated sectors for significant contributions towards the vision of a developed India The highlight of Bharat Mobility Global Expo 2024 was the visit and subsequent Inaugural Address by the ndHonble Prime Minister of India,Sh.Narendra Modi on 2 February 2024.Fuel Cell powered Trucks,Buses&Cars Bharat Mobility Global Expo 2024SIAM continues to work closely with Government stakeholders on areas of interest for the Auto sector.This included engaging with the Ministry of Finance and Ministry of Heavy Industries to secure Concessional Rate of Customs Duty for Lithium-ion cells up to March 2026.In addition,Government extended exemption for Customs duty on import of capital goods for manufacture of lithium-ion cell till March 2029 and exemption is also granted for import of parts,sub parts,input/raw material used in manufacturing of Lithium-ion Cell till March 2026.As part of its outreach to drive localization,SIAM also showcased certain shortlisted components at a specially demarcated SIAM Localisation Zone at the Bharat Mobility Global Expo 2024.imports to the tune of Rs 20,000 Rs 25,000 crores in 5 years.The first phase of import reduction of 5.8%was achieved in last two years.Hydrogen IC Engine&VehiclesSIAM members have embarked on the journey of deep localisation of components and are collaborating extensively with component manufacturers,both directly and through the Automotive Component Manufacturers Association of India(ACMA).strdThe First edition of Bharat Mobility Global Expo 2024 was held from 1 3 February 2024 at Bharat Mandapam,New Delhi under the aegis of the Ministry of Commerce&Industry.SIAM took the lead in organising a Vehicles Pavilion where 28 Vehicle Manufacturers showcased its Make-in-India credentials and world class&cutting edge technologies.These included:Eco friendly,low particulate emission LNG and CNG Vehicles(Trucks,Buses,Cars and Three Wheelers)Next-gen Electric Vehicles(Trucks,Buses,Cars,Two-Wheeler and Three Wheelers)Ethanol Flex Fuel Vehicles(Cars and Two-Wheelers)7SIAM Annual Report 2023-246SIAM Annual Report 2023-24With warm regards,Jai HindSIAM continued its active participation with International Motor Vehicle Associations,OICA and IMMA,and worked on Harmonisation of Vehicle Regulations.ththThe SAFE Annual Convention and Mobility Expo was held on 26-27 September 2023 at Guwahati and inaugurated by Transport Minister,Government of Assam.Society for Automotive Fitness&Environment(SAFE)Each year,too many lives are lost in road accidents in India.Road Safety has been a priority for SIAM and SIAM SAFE.Various programs were conducted during the year emphasizing the 5Es Enforcement,Education,Engineering,Emergency Care and Environment.(Viksit Bharat)by 2047.The plan is expected to be drafted in three stages:5 years(2025-2030),7 years(2031-2037),and 10 years(2038-2047).International EngagementsSIAM also organised a very successful 38-member delegation to Tokyo,coinciding with the Japan Mobility Show.In addition to meetings with senior officials in the Government of Japan,a seminar on India Japan Partnership in the Auto Sector was also organised in partnership with the Indian Embassy.Continued partnership with Delhi Traffic Police to educate school&college students on Road Safety.Launched Road Safety Education&Awareness Programme with Kendriya Vidyalaya Sanghatan for school students across the country.As my tenure as SIAM President is coming to an end,when I look back at the last two years,I have a great sense of satisfaction at the progress made and would like to extend my sincere appreciation and gratitude to the Government of India,State Governments,Union and State Ministers,Policy Makers,Secretaries and Members of Government Ministries,and friends in the Media for the tremendous support received during my tenure.I am confident that the Indian Automotive Industry is well positioned to deliver during Indias Amrit Kaal,contributing to a Viksit Bharat(developed India)by 2047.SIAM continues to engage very closely with various Auto Associations in Sri Lanka,Bangladesh,Nepal,Indonesia,Japan,Germany,UK and South Africa.During the year,SIAM launched the South Asian Automotive Forum(SAAF)to strengthen partnership with Bangladesh,Nepal and Sri Lanka and facilitate trade in vehicles.I would also like to thank members of SIAM Executive Committee,Past Presidents and SIAM Members for their significant contributions and enthusiastic participation in all our meetings.My special thanks to the SIAM Secretariat for their tremendous support without which I could not have performed my duties.Vinod AggarwalPresidentSIAMMR VINOD AGGARWALMR SHAILESH CHANDRAMR SATYAKAM ARYAPresident,SIAM andManaging Director&CEO,Volvo Eicher CommercialVehicles Ltd.Vice President,SIAM andManaging Director,Tata Motors PassengerVehicles Ltd.&Tata Passenger ElectricMobility Ltd.Treasurer,SIAM andCEO&Managing Director,Daimler India CommercialVehicles Pvt.Ltd.7SIAM Annual Report 2023-246SIAM Annual Report 2023-24With warm regards,Jai HindSIAM continued its active participation with International Motor Vehicle Associations,OICA and IMMA,and worked on Harmonisation of Vehicle Regulations.ththThe SAFE Annual Convention and Mobility Expo was held on 26-27 September 2023 at Guwahati and inaugurated by Transport Minister,Government of Assam.Society for Automotive Fitness&Environment(SAFE)Each year,too many lives are lost in road accidents in India.Road Safety has been a priority for SIAM and SIAM SAFE.Various programs were conducted during the year emphasizing the 5Es Enforcement,Education,Engineering,Emergency Care and Environment.(Viksit Bharat)by 2047.The plan is expected to be drafted in three stages:5 years(2025-2030),7 years(2031-2037),and 10 years(2038-2047).International EngagementsSIAM also organised a very successful 38-member delegation to Tokyo,coinciding with the Japan Mobility Show.In addition to meetings with senior officials in the Government of Japan,a seminar on India Japan Partnership in the Auto Sector was also organised in partnership with the Indian Embassy.Continued partnership with Delhi Traffic Police to educate school&college students on Road Safety.Launched Road Safety Education&Awareness Programme with Kendriya Vidyalaya Sanghatan for school students across the country.As my tenure as SIAM President is coming to an end,when I look back at the last two years,I have a great sense of satisfaction at the progress made and would like to extend my sincere appreciation and gratitude to the Government of India,State Governments,Union and State Ministers,Policy Makers,Secretaries and Members of Government Ministries,and friends in the Media for the tremendous support received during my tenure.I am confident that the Indian Automotive Industry is well positioned to deliver during Indias Amrit Kaal,contributing to a Viksit Bharat(developed India)by 2047.SIAM continues to engage very closely with various Auto Associations in Sri Lanka,Bangladesh,Nepal,Indonesia,Japan,Germany,UK and South Africa.During the year,SIAM launched the South Asian Automotive Forum(SAAF)to strengthen partnership with Bangladesh,Nepal and Sri Lanka and facilitate trade in vehicles.I would also like to thank members of SIAM Executive Committee,Past Presidents and SIAM Members for their significant contributions and enthusiastic participation in all our meetings.My special thanks to the SIAM Secretariat for their tremendous support without which I could not have performed my duties.Vinod AggarwalPresidentSIAMMR VINOD AGGARWALMR SHAILESH CHANDRAMR SATYAKAM ARYAPresident,SIAM andManaging Director&CEO,Volvo Eicher CommercialVehicles Ltd.Vice President,SIAM andManaging Director,Tata Motors PassengerVehicles Ltd.&Tata Passenger ElectricMobility Ltd.Treasurer,SIAM andCEO&Managing Director,Daimler India CommercialVehicles Pvt.Ltd.9SIAM Annual Report 2023-248SIAM Annual Report 2023-249SIAM Annual Report 2023-24SIAM aims to promote Sustainable Mobility through focused initiatives and campaigns on?(Bio Initiative),?(Hydrogen Mobility),?(Gas based mobility),?(Electrification),?(Circularity)and?(Safe Journey)in alignment with Sustainable Development Goals,2030 and Net Zero by 2070.To meet these objectives,SIAM works closely with stakeholders in the formulation of the economic,environment and commercial policies,regulations and standards relating to automobiles.It provides economic and statistical information as well as technical and public policy services to the stakeholders on behalf of Indian Automobile Industry.It publishes Monthly Industry Statistics,Monthly Commodity Price Monitor and other periodic reports.SIAM organises seminars and workshops on the subjects of topical relevance and interest to the industry.It also carries out various public policy activities,particularly in the field of Road Safety and Environment.The Society of Indian Automobile Manufacturers(SIAM)is an apex national body representing all major vehicle and vehicular engine manufacturers in India.It is a society with charitable objectives registered under the Societies Registration Act,1860.Its objectives include enhancing the contribution of automobile industry to the growth and development of Indian economy,assisting the automobile industry to meet its social obligations and encouraging the efficiency of industry in general and automobile industry particularly in India.SIAM focuses on activities related to improvement of environment and ensuring safety and protection of automobile vehicle users and public at large.Recognising these objectives,SIAM has been granted registration under the Income Tax Act,1961 as an institution with charitable purpose.SIAM,jointly with ACMA and CII,organises the Auto Expo The Motor Show,an exhibition showcasing the trends in the Automobile Industry.SIAM works closely with various Government departments,both at Central and State level and with international bodies like International Organisation of Motor Vehicle Manufacturers(OICA),International Motorcycle Manufacturers Association(IMMA)and coordinate with other counterpart international associations.Meeting of SIAM CEOs Delegation with Honble Minister of Road Transport and HighwaysPrime Minister of India Shri Narendra Modiat Bharat Mobility Global Expo 2024Launch of SIAM Report on EV Talent Landscape in India:Bridging the Skill Gap for 2030SIAM?(Safe Journey)Pavilion at Bharat Mobility Global Expo 2024 9SIAM Annual Report 2023-248SIAM Annual Report 2023-249SIAM Annual Report 2023-24SIAM aims to promote Sustainable Mobility through focused initiatives and campaigns on?(Bio Initiative),?(Hydrogen Mobility),?(Gas based mobility),?(Electrification),?(Circularity)and?(Safe Journey)in alignment with Sustainable Development Goals,2030 and Net Zero by 2070.To meet these objectives,SIAM works closely with stakeholders in the formulation of the economic,environment and commercial policies,regulations and standards relating to automobiles.It provides economic and statistical information as well as technical and public policy services to the stakeholders on behalf of Indian Automobile Industry.It publishes Monthly Industry Statistics,Monthly Commodity Price Monitor and other periodic reports.SIAM organises seminars and workshops on the subjects of topical relevance and interest to the industry.It also carries out various public policy activities,particularly in the field of Road Safety and Environment.The Society of Indian Automobile Manufacturers(SIAM)is an apex national body representing all major vehicle and vehicular engine manufacturers in India.It is a society with charitable objectives registered under the Societies Registration Act,1860.Its objectives include enhancing the contribution of automobile industry to the growth and development of Indian economy,assisting the automobile industry to meet its social obligations and encouraging the efficiency of industry in general and automobile industry particularly in India.SIAM focuses on activities related to improvement of environment and ensuring safety and protection of automobile vehicle users and public at large.Recognising these objectives,SIAM has been granted registration under the Income Tax Act,1961 as an institution with charitable purpose.SIAM,jointly with ACMA and CII,organises the Auto Expo The Motor Show,an exhibition showcasing the trends in the Automobile Industry.SIAM works closely with various Government departments,both at Central and State level and with international bodies like International Organisation of Motor Vehicle Manufacturers(OICA),International Motorcycle Manufacturers Association(IMMA)and coordinate with other counterpart international associations.Meeting of SIAM CEOs Delegation with Honble Minister of Road Transport and HighwaysPrime Minister of India Shri Narendra Modiat Bharat Mobility Global Expo 2024Launch of SIAM Report on EV Talent Landscape in India:Bridging the Skill Gap for 2030SIAM?(Safe Journey)Pavilion at Bharat Mobility Global Expo 2024 11SIAM Annual Report 2023-2410SIAM Annual Report 2023-24PERFORMANCE OFINDIAN AUTO INDUSTRY IN 2023-24Total Passenger Vehicle Sales increased from 38.90 Lakh in FY 2022-23 to 42.19 Lakh units in FY 2023-24.Utility Vehicles from 20.04 Lakh to 25.21 Lakh units and Vans from 1.39 Lakh to 1.49 Lakh units.While Sales of Passenger Cars decreased from 17.47 Lakh to 15.49 Lakh units in FY 2023-24 as compared to the previous year.ProductionThe industry produced a total of 2.84 Crore vehicles including Passenger Vehicles,Commercial Vehicles,Three Wheelers,Two Wheelers,and Quadricycles in FY 2023-24,as against 2.59 Crore vehicles in FY 2022-23.The overall Commercial Vehicles sales increased from 9.62 Lakh to 9.68 Lakh units.Sales of Medium and Heavy Commercial Vehicles increased from 3.59 Lakh to 3.73 Lakh units while sales of Light Commercial Vehicles decreased from 6.03 Lakh to 5.95 Lakh units in FY 2023-24 as compared to the previous year.Sales of Three Wheelers increased from 4.89 Lakh to 6.92 Lakh units in FY 2023-24 as compared to the previous year.ExportsDomestic SalesIn FY 2023-24,Passenger Vehicle Exports increased from 6.63 Lakh to 6.72 Lakh units,while Commercial Vehicle Exports decreased from 0.79 Lakh to 0.66 Lakh units.Three-Wheeler Exports decreased from 3.66 Lakh to 3.00 Lakh units.Two Wheelers Exports also decreased from 36.52 Lakh to 34.58 Lakh units over the same period last year.Two Wheelers sales increased from 1.59 Crore to 1.80 Crore units in FY 2023-24 as compared to the previous year.-500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,5002020-212021-222022-232023-24in 0002019-202,774 2,711 3,070 4,219 3,890 Commercial Vehiclesin 000718 569 962 968 717 400 600 800 1,000 1,200-2002019-202020-212021-222022-232023-24Two Wheelersin 00017,416 15,121 13,570 15,863 17,974 5,000 10,000 15,000 20,000-2019-202020-212021-222022-232023-24-100 200 300 400 500 600 700 8002019-202020-212021-222022-232023-24in 000637 219 261 489 692 Three WheelersPassenger Vehicles-100 200 300 400 500 600 700 800in 000-10 20 30 40 50 60 70 80 90 100in 000Commercial Vehicles662 404 578 663 672 2019-202020-212021-222022-232023-242019-202020-212021-222022-232023-2460 50 92 79 66 Two Wheelers in 0003,519 3,283 4,443 3,652 3,458 1,000 2,000 3,000 4,000 5,000-2019-202020-212021-222022-232023-24Three Wheelers-100 200 300 400 500 600in 000502 393 500 366 300 2019-202020-212021-222022-232023-24Passenger VehiclesDOMESTIC SALES TRENDSEXPORTS TRENDS11SIAM Annual Report 2023-2410SIAM Annual Report 2023-24PERFORMANCE OFINDIAN AUTO INDUSTRY IN 2023-24Total Passenger Vehicle Sales increased from 38.90 Lakh in FY 2022-23 to 42.19 Lakh units in FY 2023-24.Utility Vehicles from 20.04 Lakh to 25.21 Lakh units and Vans from 1.39 Lakh to 1.49 Lakh units.While Sales of Passenger Cars decreased from 17.47 Lakh to 15.49 Lakh units in FY 2023-24 as compared to the previous year.ProductionThe industry produced a total of 2.84 Crore vehicles including Passenger Vehicles,Commercial Vehicles,Three Wheelers,Two Wheelers,and Quadricycles in FY 2023-24,as against 2.59 Crore vehicles in FY 2022-23.The overall Commercial Vehicles sales increased from 9.62 Lakh to 9.68 Lakh units.Sales of Medium and Heavy Commercial Vehicles increased from 3.59 Lakh to 3.73 Lakh units while sales of Light Commercial Vehicles decreased from 6.03 Lakh to 5.95 Lakh units in FY 2023-24 as compared to the previous year.Sales of Three Wheelers increased from 4.89 Lakh to 6.92 Lakh units in FY 2023-24 as compared to the previous year.ExportsDomestic SalesIn FY 2023-24,Passenger Vehicle Exports increased from 6.63 Lakh to 6.72 Lakh units,while Commercial Vehicle Exports decreased from 0.79 Lakh to 0.66 Lakh units.Three-Wheeler Exports decreased from 3.66 Lakh to 3.00 Lakh units.Two Wheelers Exports also decreased from 36.52 Lakh to 34.58 Lakh units over the same period last year.Two Wheelers sales increased from 1.59 Crore to 1.80 Crore units in FY 2023-24 as compared to the previous year.-500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,5002020-212021-222022-232023-24in 0002019-202,774 2,711 3,070 4,219 3,890 Commercial Vehiclesin 000718 569 962 968 717 400 600 800 1,000 1,200-2002019-202020-212021-222022-232023-24Two Wheelersin 00017,416 15,121 13,570 15,863 17,974 5,000 10,000 15,000 20,000-2019-202020-212021-222022-232023-24-100 200 300 400 500 600 700 8002019-202020-212021-222022-232023-24in 000637 219 261 489 692 Three WheelersPassenger Vehicles-100 200 300 400 500 600 700 800in 000-10 20 30 40 50 60 70 80 90 100in 000Commercial Vehicles662 404 578 663 672 2019-202020-212021-222022-232023-242019-202020-212021-222022-232023-2460 50 92 79 66 Two Wheelers in 0003,519 3,283 4,443 3,652 3,458 1,000 2,000 3,000 4,000 5,000-2019-202020-212021-222022-232023-24Three Wheelers-100 200 300 400 500 600in 000502 393 500 366 300 2019-202020-212021-222022-232023-24Passenger VehiclesDOMESTIC SALES TRENDSEXPORTS TRENDS13SIAM Annual Report 2023-2412SIAM Annual Report 2023-24 Automobile Production Trends(Number of Vehicles)Category2019-202020-212021-222022-232023-24Passenger Cars 21,56,868 17,72,972 18,44,985 21,84,844 19,79,911 Utility Vehicles 11,36,209 11,82,144 16,91,081 22,61,749 27,77,051 Vans 1,31,487 1,07,164 1,14,632 1,40,523 1,44,882 Total Passenger Vehicles 34,24,564 30,62,280 36,50,698 45,87,116 49,01,844 M&HCVs 2,32,414 1,81,242 2,72,167 3,79,259 3,92,474 LCVs 5,24,311 4,43,697 5,33,360 6,56,367 6,73,955 Total Commercial Vehicles 7,56,725 6,24,939 8,05,527 10,35,626 10,66,429 Three Wheelers 11,32,982 6,14,613 7,58,669 8,55,696 9,92,936 Scooters 60,27,198 45,59,222 44,57,790 56,01,501 63,91,272 Motorcycles 1,43,56,051 1,31,54,501 1,28,90,149 1,34,21,208 1,45,89,393 Mopeds 6,49,678 6,36,218 4,73,172 4,36,300 4,87,862 Total Two Wheelers 2,10,32,927 1,83,49,941 1,78,21,111 1,94,59,009 2,14,68,527 Quadricycle 6,095 3,836 4,061 2,897 5,006 Grand Total 2,63,53,293 2,26,55,609 2,30,40,066 2,59,40,344 2,84,34,742 Automobile Domestic Sales Trends(Number of Vehicles)Category2019-202020-212021-222022-232023-24Passenger Cars16,95,43615,41,866 14,67,039 17,47,376 15,48,943 Utility Vehicles9,45,95910,60,750 14,89,219 20,03,718 25,20,691 Vans1,32,1241,08,841 1,13,265 1,39,020 1,49,112 Total Passenger Vehicles27,73,51927,11,45730,69,52338,90,11442,18,746M&HCVs2,24,4281,60,688 2,40,577 3,59,003 3,73,194 LCVs4,93,1654,07,871 4,75,989 6,03,465 5,94,684 Total Commercial Vehicles7,17,5935,68,5597,16,5669,62,4689,67,878Three Wheelers6,37,0652,19,446 2,61,385 4,88,768 6,91,749 Scooters55,65,95844,82,305 41,12,672 51,90,702 58,39,325 Motorcycles1,12,13,6621,00,21,231 89,84,186 1,02,30,502 1,16,53,237 Mopeds6,36,8126,17,247 4,73,150 4,41,567 4,81,803 Total Two Wheelers1,74,16,4321,51,20,7831,35,70,0081,58,62,7711,79,74,365Quadricycle942(12)124 725 725 Grand Total2,15,45,5511,86,20,2331,76,17,6062,12,04,8462,38,53,463Automobile Exports Trends(Number of Vehicles)Category2019-202020-212021-222022-232023-24Passenger Cars4,75,8012,64,907 3,74,986 4,13,786 4,29,677 Utility Vehicles1,83,4681,37,842 2,01,036 2,47,306 2,34,720 Vans2,8491,648 1,853 1,611 7,708 Total Passenger Vehicles6,62,1184,04,3975,77,8756,62,7036,72,105M&HCVs22,33317,548 32,181 22,067 18,225 LCVs38,04632,786 60,116 56,578 47,591 Total Commercial Vehicles60,37950,33492,29778,64565,816Three Wheelers5,01,6513,93,001 4,99,730 3,65,549 2,99,977 Scooters3,69,9982,32,020 3,50,443 4,16,935 5,12,347 Motorcycles31,35,54830,42,453 40,82,442 32,30,981 29,43,341 Mopeds13,8598,313 10,246 4,206 2,728 Total Two Wheelers35,19,40532,82,78644,43,13136,52,12234,58,416Quadricycle5,1853,5294,326 2,280 4,178 Grand Total47,48,73841,34,04756,17,35947,61,29945,00,492GLOBAL AUTO INDUSTRY PERFORMANCE IN 2023Sales Performance of Global Passenger Vehicles:Overall Passenger Vehicles sales globally in 2023 is estimated to be about 78.9 Million units.Passenger Vehicles sales in China was about 26.06 Million units with a global share of about 33%,followed by USA with 14.72 Million units with a global share of about 19%in 2023.The Auto Industry is one of the most critical drivers of world economic growth,supporting a vast supply chain and generating massive employment.In terms of share in Global Passenger Vehicles sales,54%of sales are from the Asian/Oceania Countries,rdfollowed by Americas and Europe.In 2023,India was the 3 largest Passenger Vehicles market with sales of 4.1 Million units with a global share of 5.19hind China and USA,but ahead of Japan&Germany.Passenger Vehicles Sales-Region wiseSales Performance of Global Commercial Vehicles:Overall Commercial Vehicles sales globally in 2023 is estimated to be about 13.2 Million units.Commercial Vehicles sales in China was about 4.03 Million units with a global share of about 31%,followed by USA with 1.29 Million Units,with Global Share of 10%.India with 0.98 Million units has a global share of about 7%in 2023.USA19%Rest of America7%Germany4%UK2%France2%Rest of Europe11%India5.19%Japan5%Rest of Asia/Oceania11rica1%China33SIAM Annual Report 2023-2412SIAM Annual Report 2023-24 Automobile Production Trends(Number of Vehicles)Category2019-202020-212021-222022-232023-24Passenger Cars 21,56,868 17,72,972 18,44,985 21,84,844 19,79,911 Utility Vehicles 11,36,209 11,82,144 16,91,081 22,61,749 27,77,051 Vans 1,31,487 1,07,164 1,14,632 1,40,523 1,44,882 Total Passenger Vehicles 34,24,564 30,62,280 36,50,698 45,87,116 49,01,844 M&HCVs 2,32,414 1,81,242 2,72,167 3,79,259 3,92,474 LCVs 5,24,311 4,43,697 5,33,360 6,56,367 6,73,955 Total Commercial Vehicles 7,56,725 6,24,939 8,05,527 10,35,626 10,66,429 Three Wheelers 11,32,982 6,14,613 7,58,669 8,55,696 9,92,936 Scooters 60,27,198 45,59,222 44,57,790 56,01,501 63,91,272 Motorcycles 1,43,56,051 1,31,54,501 1,28,90,149 1,34,21,208 1,45,89,393 Mopeds 6,49,678 6,36,218 4,73,172 4,36,300 4,87,862 Total Two Wheelers 2,10,32,927 1,83,49,941 1,78,21,111 1,94,59,009 2,14,68,527 Quadricycle 6,095 3,836 4,061 2,897 5,006 Grand Total 2,63,53,293 2,26,55,609 2,30,40,066 2,59,40,344 2,84,34,742 Automobile Domestic Sales Trends(Number of Vehicles)Category2019-202020-212021-222022-232023-24Passenger Cars16,95,43615,41,866 14,67,039 17,47,376 15,48,943 Utility Vehicles9,45,95910,60,750 14,89,219 20,03,718 25,20,691 Vans1,32,1241,08,841 1,13,265 1,39,020 1,49,112 Total Passenger Vehicles27,73,51927,11,45730,69,52338,90,11442,18,746M&HCVs2,24,4281,60,688 2,40,577 3,59,003 3,73,194 LCVs4,93,1654,07,871 4,75,989 6,03,465 5,94,684 Total Commercial Vehicles7,17,5935,68,5597,16,5669,62,4689,67,878Three Wheelers6,37,0652,19,446 2,61,385 4,88,768 6,91,749 Scooters55,65,95844,82,305 41,12,672 51,90,702 58,39,325 Motorcycles1,12,13,6621,00,21,231 89,84,186 1,02,30,502 1,16,53,237 Mopeds6,36,8126,17,247 4,73,150 4,41,567 4,81,803 Total Two Wheelers1,74,16,4321,51,20,7831,35,70,0081,58,62,7711,79,74,365Quadricycle942(12)124 725 725 Grand Total2,15,45,5511,86,20,2331,76,17,6062,12,04,8462,38,53,463Automobile Exports Trends(Number of Vehicles)Category2019-202020-212021-222022-232023-24Passenger Cars4,75,8012,64,907 3,74,986 4,13,786 4,29,677 Utility Vehicles1,83,4681,37,842 2,01,036 2,47,306 2,34,720 Vans2,8491,648 1,853 1,611 7,708 Total Passenger Vehicles6,62,1184,04,3975,77,8756,62,7036,72,105M&HCVs22,33317,548 32,181 22,067 18,225 LCVs38,04632,786 60,116 56,578 47,591 Total Commercial Vehicles60,37950,33492,29778,64565,816Three Wheelers5,01,6513,93,001 4,99,730 3,65,549 2,99,977 Scooters3,69,9982,32,020 3,50,443 4,16,935 5,12,347 Motorcycles31,35,54830,42,453 40,82,442 32,30,981 29,43,341 Mopeds13,8598,313 10,246 4,206 2,728 Total Two Wheelers35,19,40532,82,78644,43,13136,52,12234,58,416Quadricycle5,1853,5294,326 2,280 4,178 Grand Total47,48,73841,34,04756,17,35947,61,29945,00,492GLOBAL AUTO INDUSTRY PERFORMANCE IN 2023Sales Performance of Global Passenger Vehicles:Overall Passenger Vehicles sales globally in 2023 is estimated to be about 78.9 Million units.Passenger Vehicles sales in China was about 26.06 Million units with a global share of about 33%,followed by USA with 14.72 Million units with a global share of about 19%in 2023.The Auto Industry is one of the most critical drivers of world economic growth,supporting a vast supply chain and generating massive employment.In terms of share in Global Passenger Vehicles sales,54%of sales are from the Asian/Oceania Countries,rdfollowed by Americas and Europe.In 2023,India was the 3 largest Passenger Vehicles market with sales of 4.1 Million units with a global share of 5.19hind China and USA,but ahead of Japan&Germany.Passenger Vehicles Sales-Region wiseSales Performance of Global Commercial Vehicles:Overall Commercial Vehicles sales globally in 2023 is estimated to be about 13.2 Million units.Commercial Vehicles sales in China was about 4.03 Million units with a global share of about 31%,followed by USA with 1.29 Million Units,with Global Share of 10%.India with 0.98 Million units has a global share of about 7%in 2023.USA19%Rest of America7%Germany4%UK2%France2%Rest of Europe11%India5.19%Japan5%Rest of Asia/Oceania11rica1%China33SIAM Annual Report 2023-2414SIAM Annual Report 2023-24BUILDING THE NATION,RESPONSIBLYUnited in this mission,the Indian Automobile Industry has played a pivotal role in Building the Nation,Responsibly.Moreover,the Indian Auto Industry moves a billion people daily,for livelihood and recreation alike,and every single movement from one point to another ends up adding to the economic activity and income generation in the economy.Over the years,the industrys journey exemplifies resilience,innovation,and commitment to national development.It remains integral to Indias economic fabric,ensuring inclusive growth and sustainable progress while fulfilling the mobility needs of millions.Engineering Prowess:Showcasing Indias Automotive engineering capabilities on a global stage.1.Economic Contribution:In FY 2023-24,the industry generated an annual turnover of around Rs 20 Lakh Crore,contributing to about 6.8%in Indias National GDP and about 40%in Indias manufacturing GDP.3.Milestones and Achievements:th5 Largest Commercial Vehicle Manufacturer th4 Largest Passenger Vehicle Manufacturer nd2 Largest Two Wheelers ManufacturerThe Indian Automotive industry is the backbone of the countrys economy,offering affordable mobility solutions,generating employment,and elevating Indias global stature as one of the largest R&D and manufacturing hubs in the world.2.Global Standing:India is a significant player in Automotive manufacturing in the world and ranks among the top manufacturers in several categories:Largest Three Wheelers Manufacturer Democratising Mobility:Enhancing both public and private transport options,the industry has made mobility more accessible across the country.Brand India:Concerted efforts to foster a strong global identity for Indian Automotive products.Energy Security:Contributing to the nations energy security through advancements in alternative fuel technologies.Sustainable Practices:Promoting sustainable development through eco-friendly manufacturing practices and community initiatives.Skill Development:Continuously upgrading skills within the workforce to meet evolving industry demands.Consumer Awareness:Increasing consumer consciousness about safety,environmental impact,and quality standards.Environmental Conservation:Encouraging green practices and sustainable development across operations.Adopting Global Standards:Embracing international standards in emissions,safety,and manufacturing processes.Two Wheelers:Since Two Wheelers are convenient and affordable mode of transport,this segment is majorly used by the masses in developing economies for personal mobility.Overall,Two Wheelers sales globally in 2023 are estimated to be about 65.8 Million units.India is the largest Two Wheelers market in the world with sales of about 17.97 Million units and a global share of about 27%,followed by China with 16.6 Million units with a global share of about 25%in 2023.The other large market for Two Wheelers is Indonesia with a global share of 10%.Two Wheelers Sales-Region WiseCommercial Vehicles Sales-Region WiseChina31%India7%Japan6%Thailand3%Rest of Asia/Oceania14%France3%UK3%Germany3%Rest of Europe9%USA10%Brazil4%Rest of America6rica2%India27%China25%Indonesia10%Vietnam5%Thailand3%Philippines3%Pakistan2%Taiwan1%Brazil3%Mexico2%Rest of Africa3%LAC5%Europe2%SIAM Sustainable Mobility Advocacy PillarsBIOFUELSCNG/LNGELECTRIFICATIONRECYCLING HYDROGEN2.32.22.12.42.52022-23 Focus PillarsPillars of Sustainable Mobility12Improving ExportsEmployment GenerationSupporting Aatmanirbhar BharatReinforcing Economic Pillars Reinforcing Environmental Pillar 3EXPORTLOCALIZATIONEXPORTLOCALIZATIONEXPORT3ROAD SAFETYDECARBONIZATIONLOCALIZATIONEXPORTECONOMICReinforcing Social Pillar 15SIAM Annual Report 2023-2414SIAM Annual Report 2023-24BUILDING THE NATION,RESPONSIBLYUnited in this mission,the Indian Automobile Industry has played a pivotal role in Building the Nation,Responsibly.Moreover,the Indian Auto Industry moves a billion people daily,for livelihood and recreation alike,and every single movement from one point to another ends up adding to the economic activity and income generation in the economy.Over the years,the industrys journey exemplifies resilience,innovation,and commitment to national development.It remains integral to Indias economic fabric,ensuring inclusive growth and sustainable progress while fulfilling the mobility needs of millions.Engineering Prowess:Showcasing Indias Automotive engineering capabilities on a global stage.1.Economic Contribution:In FY 2023-24,the industry generated an annual turnover of around Rs 20 Lakh Crore,contributing to about 6.8%in Indias National GDP and about 40%in Indias manufacturing GDP.3.Milestones and Achievements:th5 Largest Commercial Vehicle Manufacturer th4 Largest Passenger Vehicle Manufacturer nd2 Largest Two Wheelers ManufacturerThe Indian Automotive industry is the backbone of the countrys economy,offering affordable mobility solutions,generating employment,and elevating Indias global stature as one of the largest R&D and manufacturing hubs in the world.2.Global Standing:India is a significant player in Automotive manufacturing in the world and ranks among the top manufacturers in several categories:Largest Three Wheelers Manufacturer Democratising Mobility:Enhancing both public and private transport options,the industry has made mobility more accessible across the country.Brand India:Concerted efforts to foster a strong global identity for Indian Automotive products.Energy Security:Contributing to the nations energy security through advancements in alternative fuel technologies.Sustainable Practices:Promoting sustainable development through eco-friendly manufacturing practices and community initiatives.Skill Development:Continuously upgrading skills within the workforce to meet evolving industry demands.Consumer Awareness:Increasing consumer consciousness about safety,environmental impact,and quality standards.Environmental Conservation:Encouraging green practices and sustainable development across operations.Adopting Global Standards:Embracing international standards in emissions,safety,and manufacturing processes.Two Wheelers:Since Two Wheelers are convenient and affordable mode of transport,this segment is majorly used by the masses in developing economies for personal mobility.Overall,Two Wheelers sales globally in 2023 are estimated to be about 65.8 Million units.India is the largest Two Wheelers market in the world with sales of about 17.97 Million units and a global share of about 27%,followed by China with 16.6 Million units with a global share of about 25%in 2023.The other large market for Two Wheelers is Indonesia with a global share of 10%.Two Wheelers Sales-Region WiseCommercial Vehicles Sales-Region WiseChina31%India7%Japan6%Thailand3%Rest of Asia/Oceania14%France3%UK3%Germany3%Rest of Europe9%USA10%Brazil4%Rest of America6rica2%India27%China25%Indonesia10%Vietnam5%Thailand3%Philippines3%Pakistan2%Taiwan1%Brazil3%Mexico2%Rest of Africa3%LAC5%Europe2%SIAM Sustainable Mobility Advocacy PillarsBIOFUELSCNG/LNGELECTRIFICATIONRECYCLING HYDROGEN2.32.22.12.42.52022-23 Focus PillarsPillars of Sustainable Mobility12Improving ExportsEmployment GenerationSupporting Aatmanirbhar BharatReinforcing Economic Pillars Reinforcing Environmental Pillar 3EXPORTLOCALIZATIONEXPORTLOCALIZATIONEXPORT3ROAD SAFETYDECARBONIZATIONLOCALIZATIONEXPORTECONOMICReinforcing Social Pillar 17SIAM Annual Report 2023-2416SIAM Annual Report 2023-2416SIAM Annual Report 2023-2417SIAM Annual Report 2023-24SIAM ANNUAL ACTIVITIES&MILESTONESAugust 2023SIAM Exports Group Delegation to IndonesiaTaxation Group Meeting in SrinagarVehicle Classification,Sales Reporting&Analysis Group MeetingMonthly Industry Data ReleaseMonthly Economic MonitorKVS SIAM MoU signingBNCAP LaunchMonthly Industry Data ReleaseSIAM Two Wheeler CEOs Council Meeting rd3 EPR on ELV meetingFinance,Leasing&Insurance Group meetingMonthly Industry Data ReleaseIndia-US Commercial Services conference on Safe,Secure,Sustainable Indian EV StandardsSIAM Two Wheeler CEOs Council MeetingSAFE Mobility Exposition at AssamOctober 2023EPR WorkshopMonthly Economic MonitorSIAM Annual ConventionSIAM CV CEOs Council MeetingSIAM Logistics Group Meeting with AFTO Licensees for finalising the free time for BCACBM WagonsQuarterly Press Conference on Industry DataSIAM Green Plate EV RallyFirst meeting of SIAM EC for 2023-24SAFE Annual Convention in AssamGRSG MeetingSeptember 2023SIAM Logistics Group Meeting with Railway Board OfficialsSAFE Workshop on Sustainable Mobility Imperatives around Road Safety&Environment at AssamMonthly Economic MonitorSIAM-JAMA Meetings in JapanCollege Students Plant visit at HMSIGlobal Ethanol SummitExemption to Spare parts from declaring month and year of manufacture under Legal Metrology Rules(Packaged Commodities)November 2023SIAM Sourcing ConclaveGas based mobility Meeting of MembersMonthly Economic MonitorInteraction with Original Equipment Manufacturer(OEM)to discuss setting up of Automated Testing Stations in the StateDecember 2023Monthly Industry Data ReleaseSafe Mobility Program with School StudentsSukh Da Saah Iniaitive multimedia campaignMonthly Economic MonitorSIAM Economic Group MeetingSIAM 3W CEOs Council MeetingMeeting on GSR 27JASIC Meeting at VietnamHuman Capital Group meetingSkill Group prepared a Handbook for Service Technicians&AdvisorsTwo Wheeler meetingth6 Meeting of WTW Emission AssessmentCOP 28 meeting,DubaiEthanol Talk,IndonesiaSIAM Looking Ahead ConclaveSkill Pilot Project started at ITIs adopted by MembersASEAN Conference,BangkokQuarterly Press Conference on Industry DataJanuary 2024Monthly Economic MonitorSIAM PV CEOs Council Meetingst71 AISC MeetingNational Road Safety MonthSIAT 2024MRAI ConferenceFebruary 2024Establishment of South Asian Automobile Forum with Bangladesh,Nepal,Sri Lanka and India.SIAM Exports Group meeting in New DelhiMonthly Industry Data ReleaseMonthly Economic MonitorEPR on ELV Draft DiscussionSurakshit Safar PavillionCircularity Pavillion Bharat Mobility Global Expo 2024th4 SIAM EC MeetingDelhi Police Road Safety WeekRoad Safety Rolling Trophy to Best School in Delhi SIAM Auto Aatmanirbhar Zone Bharat Mobility Expo 2024Road Safety Run Decarbonization Pavillion Bharat Mobility Global Expo 2024nd2 ICSC Conference nd2 ISTEM Conference rd3 GEMS ConferenceNATRAX Conference in IndoreSIAM Sourcing group meeting in ChennaiMarch 2024Meeting with FAMI,TaiwanLaunch of Electric Mobility Promotion Scheme(EMPS)-2024Launch of Scheme to Promote Manufacturing of Electric Passenger Cars in IndiaMonthly Economic MonitorCMVR TSC meeting Two Wheeler CEOs Council Meeting with ITRI,TaiwanInter-Ministerial Meeting with DGFT and DPIIT on Pneumatic TyresthSIAM 66 SCOE MeetingMeeting with KV CommissionerSIAM Economic Group MeetingJoint Meeting of SIAM Economic Research Group and SIAM Emissions&Conservation Group for CAFE NormsSIAM Styling&Design ConclaveEPR Regime:An Innovative Policy Tool for Fostering a Sustainable Circular Economy in the Automotive Industry,Mumbai.Stakeholders Interaction on ongoing study on Pathways for Transmission of Hydrogen in Natural Gas Pipelines and City Gas Distribution networks(IHC)SIAM Taxation Group Meeting in New DelhiStakeholder Consultation on Electric Mobility Promotion Scheme(EMPS)April 2024ATMA-SIAM Secretariat MeetingMonthly Industry Data ReleaseMonthly Economic MonitorQuarterly Press Conference on Industry DataElectric Mobility Group Meeting in Srinagar,Jammu and Kashmirrd3 Technical committee meeting of BEEMay 2024Monthly Economic MonitorthSIAM Concerns on 9 amendment in Plastic Waste Management RulesExtension of implementation of QCOs on Nickel,Copper and AluminumMonthly Industry Data ReleaseStakeholder Consultations on MHI Electric Vehicles RoadmapGRVA Meeting,Detroit USAIMMA Spring CongressJune 2024MoF Consultations on Pre-Budget RecommendationsMonthly Industry Data ReleaseMonthly Economic MonitorSIAM CMVR and Safety Regulations Group MeetingSIAM ENC Group MeetingSIAM Connected Vehicles Group MeetingSIAM International Harmonization Group meetingWorkshop on Status of Persistent Organic Pollutants Management and their Sustainable Alternatives in the Indian Automotive SectorActivities by Members on the occasion of World Environment DaySIAM organises International Conference on Integrating Mission LiFE in Automobile Industry:Transitioning Towards Viksit Bharat on the occasion of World Environment Day OICA Technical Committee Meeting,LondonInternational workshop on GNSS based tolling in IndiaSIAM?(Safe Journey):Experts Meeting for developing Road Safety Modules under SIAM KVS CollaborationInclusion of additional tyre sizes in the QCO Exemption ListJuly 2024SIAM Aftermarket Group meetingSIAM Sourcing Group Meeting in IndoreTwo Wheeler Group Meetingnd72 AISC MeetingEV Skill Gap Study Workshop Developing Net Zero Pathways for the Transport sector and proposing strategies and interventions-Engagement with Niti AayogConditional exemption and re-scheduling implementation of Bolts,Nuts,and Fasteners(Quality Control)Order 2023Evaluation of ITI Students participated in Skill Development Pilotth10 SIAM Automotive Logistics Conclave Delegation to Nepal during Nepal Auto Show 2024SIAM CMVR and Safety Regulations Group Meetingrd3 International Conference on World Biofuel DaySIAM EC Meeting August 2024Monthly Economic Monitorrd3 International Conference on World Biofuel DayCIRT and BNCAP Facility VisitExtension of Electric Mobility Promotion Scheme(EMPS)-2024Quarterly Press Conference on Industry Data17SIAM Annual Report 2023-2416SIAM Annual Report 2023-2416SIAM Annual Report 2023-2417SIAM Annual Report 2023-24SIAM ANNUAL ACTIVITIES&MILESTONESAugust 2023SIAM Exports Group Delegation to IndonesiaTaxation Group Meeting in SrinagarVehicle Classification,Sales Reporting&Analysis Group MeetingMonthly Industry Data ReleaseMonthly Economic MonitorKVS SIAM MoU signingBNCAP LaunchMonthly Industry Data ReleaseSIAM Two Wheeler CEOs Council Meeting rd3 EPR on ELV meetingFinance,Leasing&Insurance Group meetingMonthly Industry Data ReleaseIndia-US Commercial Services conference on Safe,Secure,Sustainable Indian EV StandardsSIAM Two Wheeler CEOs Council MeetingSAFE Mobility Exposition at AssamOctober 2023EPR WorkshopMonthly Economic MonitorSIAM Annual ConventionSIAM CV CEOs Council MeetingSIAM Logistics Group Meeting with AFTO Licensees for finalising the free time for BCACBM WagonsQuarterly Press Conference on Industry DataSIAM Green Plate EV RallyFirst meeting of SIAM EC for 2023-24SAFE Annual Convention in AssamGRSG MeetingSeptember 2023SIAM Logistics Group Meeting with Railway Board OfficialsSAFE Workshop on Sustainable Mobility Imperatives around Road Safety&Environment at AssamMonthly Economic MonitorSIAM-JAMA Meetings in JapanCollege Students Plant visit at HMSIGlobal Ethanol SummitExemption to Spare parts from declaring month and year of manufacture under Legal Metrology Rules(Packaged Commodities)November 2023SIAM Sourcing ConclaveGas based mobility Meeting of MembersMonthly Economic MonitorInteraction with Original Equipment Manufacturer(OEM)to discuss setting up of Automated Testing Stations in the StateDecember 2023Monthly Industry Data ReleaseSafe Mobility Program with School StudentsSukh Da Saah Iniaitive multimedia campaignMonthly Economic MonitorSIAM Economic Group MeetingSIAM 3W CEOs Council MeetingMeeting on GSR 27JASIC Meeting at VietnamHuman Capital Group meetingSkill Group prepared a Handbook for Service Technicians&AdvisorsTwo Wheeler meetingth6 Meeting of WTW Emission AssessmentCOP 28 meeting,DubaiEthanol Talk,IndonesiaSIAM Looking Ahead ConclaveSkill Pilot Project started at ITIs adopted by MembersASEAN Conference,BangkokQuarterly Press Conference on Industry DataJanuary 2024Monthly Economic MonitorSIAM PV CEOs Council Meetingst71 AISC MeetingNational Road Safety MonthSIAT 2024MRAI ConferenceFebruary 2024Establishment of South Asian Automobile Forum with Bangladesh,Nepal,Sri Lanka and India.SIAM Exports Group meeting in New DelhiMonthly Industry Data ReleaseMonthly Economic MonitorEPR on ELV Draft DiscussionSurakshit Safar PavillionCircularity Pavillion Bharat Mobility Global Expo 2024th4 SIAM EC MeetingDelhi Police Road Safety WeekRoad Safety Rolling Trophy to Best School in Delhi SIAM Auto Aatmanirbhar Zone Bharat Mobility Expo 2024Road Safety Run Decarbonization Pavillion Bharat Mobility Global Expo 2024nd2 ICSC Conference nd2 ISTEM Conference rd3 GEMS ConferenceNATRAX Conference in IndoreSIAM Sourcing group meeting in ChennaiMarch 2024Meeting with FAMI,TaiwanLaunch of Electric Mobility Promotion Scheme(EMPS)-2024Launch of Scheme to Promote Manufacturing of Electric Passenger Cars in IndiaMonthly Economic MonitorCMVR TSC meeting Two Wheeler CEOs Council Meeting with ITRI,TaiwanInter-Ministerial Meeting with DGFT and DPIIT on Pneumatic TyresthSIAM 66 SCOE MeetingMeeting with KV CommissionerSIAM Economic Group MeetingJoint Meeting of SIAM Economic Research Group and SIAM Emissions&Conservation Group for CAFE NormsSIAM Styling&Design ConclaveEPR Regime:An Innovative Policy Tool for Fostering a Sustainable Circular Economy in the Automotive Industry,Mumbai.Stakeholders Interaction on ongoing study on Pathways for Transmission of Hydrogen in Natural Gas Pipelines and City Gas Distribution networks(IHC)SIAM Taxation Group Meeting in New DelhiStakeholder Consultation on Electric Mobility Promotion Scheme(EMPS)April 2024ATMA-SIAM Secretariat MeetingMonthly Industry Data ReleaseMonthly Economic MonitorQuarterly Press Conference on Industry DataElectric Mobility Group Meeting in Srinagar,Jammu and Kashmirrd3 Technical committee meeting of BEEMay 2024Monthly Economic MonitorthSIAM Concerns on 9 amendment in Plastic Waste Management RulesExtension of implementation of QCOs on Nickel,Copper and AluminumMonthly Industry Data ReleaseStakeholder Consultations on MHI Electric Vehicles RoadmapGRVA Meeting,Detroit USAIMMA Spring CongressJune 2024MoF Consultations on Pre-Budget RecommendationsMonthly Industry Data ReleaseMonthly Economic MonitorSIAM CMVR and Safety Regulations Group MeetingSIAM ENC Group MeetingSIAM Connected Vehicles Group MeetingSIAM International Harmonization Group meetingWorkshop on Status of Persistent Organic Pollutants Management and their Sustainable Alternatives in the Indian Automotive SectorActivities by Members on the occasion of World Environment DaySIAM organises International Conference on Integrating Mission LiFE in Automobile Industry:Transitioning Towards Viksit Bharat on the occasion of World Environment Day OICA Technical Committee Meeting,LondonInternational workshop on GNSS based tolling in IndiaSIAM?(Safe Journey):Experts Meeting for developing Road Safety Modules under SIAM KVS CollaborationInclusion of additional tyre sizes in the QCO Exemption ListJuly 2024SIAM Aftermarket Group meetingSIAM Sourcing Group Meeting in IndoreTwo Wheeler Group Meetingnd72 AISC MeetingEV Skill Gap Study Workshop Developing Net Zero Pathways for the Transport sector and proposing strategies and interventions-Engagement with Niti AayogConditional exemption and re-scheduling implementation of Bolts,Nuts,and Fasteners(Quality Control)Order 2023Evaluation of ITI Students participated in Skill Development Pilotth10 SIAM Automotive Logistics Conclave Delegation to Nepal during Nepal Auto Show 2024SIAM CMVR and Safety Regulations Group Meetingrd3 International Conference on World Biofuel DaySIAM EC Meeting August 2024Monthly Economic Monitorrd3 International Conference on World Biofuel DayCIRT and BNCAP Facility VisitExtension of Electric Mobility Promotion Scheme(EMPS)-2024Quarterly Press Conference on Industry Data19SIAM Annual Report 2023-2418SIAM Annual Report 2023-24rdSIAM 63ANNUAL CONVENTION 2023Society of Indian Automobile Manufacturers(SIAM),an apex national body representing all major vehicle and vehicular engine manufacturers rdin India,commemorated its 63 Annual Convention thon 12 September 2023 at New Delhi,deliberating on the way ahead for Sustainable Mobility.rdOn 63 SIAM Annual Convention,Honble Prime Minister of India,Shri Narendra Modi in his message mentioned that for over six decades SIAM has been serving the Nation admirably.He said that India is ththe 5 largest economy and is soon poised to reach the top 3.By 2047,the vision is to build a sustainable,self-reliant,strong and developed India.Honble Prime Minister also noted Indian Auto Industrys efforts towards decarbonization through introduction of vehicles with wide range of power train technologies.Mr.Shailesh Chandra,Vice President of SIAM and Managing Director of Tata Motors Passenger Vehicles Ltd.and Tata Passenger Electric Mobility Ltd.,talked about Amrit Kal vision 2027 and the imperative to achieve net-zero emissions.He emphasized the ongoing transition towards electric vehicles(EVs)in India,which is helping the industry align with global standards.He also highlighted SIAMs strong commitment to Indias environmental objectives and road safety.Mr.R.Dinesh,(the then)President of CII and Executive Vice Chairman of TVS Supply Chain Solutions Ltd.,was also present at the session.Presenting his views during the session,Mr.Anurag Jain,Secretary,Ministry of Road Transport&Highways,said,“The Automotive industry should prioritize quality,sustainability,safety and research on high-end technologies as integral components of their business operations.”He also opined that there is a need to have requisite infrastructure for vehicle testing and scrapping facilities across the country to foster a sustained scrapping and recycling ecosystem.During the inaugural session,themed“Sustainable Mobility The Way Ahead for Indian Automobile Industry”,Chief Guest,Shri Nitin Gadkari,Honble Union Minister of Road Transport&Highways,Government of India commented,In 2014,the thglobal automobile sector was ranked 7,but today,rdit has climbed to the 3 position.The automotive sector serves as a growth engine for our nation,aligning perfectly with the Honble Prime Ministers thvision to elevate India from its current 5 largest rdeconomy in the world to 3.Our ultimate goal is to become the worlds leading automobile hub.”ndDuring the 2 Plenary session themed Sustainable Mobility Global Benchmarks,Mr.Vinod Aggarwal,President of SIAM and Managing Director&CEO of Volvo Eicher Commercial Vehicles Ltd,Mr.Guenther F.Apfalter,President of Magna Europe&Asia,Prof.Suani Coelho,Professor,Institute of Energy and Environment and Coordinator of the Research Group of Bioenergy,University of So Paulo,Mr.Ashim Sharma,Senior Partner&Group Head of Business Performance Improvement Consulting(Auto,Engg.&Logistics)at Nomura Research Institute and Mr.Andreas Tschiesner,Senior Partner at McKinsey&Company also presented their views stThe 1 Plenary session themed“Balancing Growth Aspirations with Sustainability”,was moderated by Mr.Shailesh Chandra,Vice President of SIAM and Managing Director of Tata Motors Passenger Vehicles Ltd.and Tata Passenger Electric Mobility Ltd.Guest of honour,Dr Mahendra Nath Pandey,(the then)Honble Union Minister of Heavy Industries,Government of India said,“Indias commitment to achieving net-zero carbon emissions by 2070 and reducing 1 billion tonnes of carbon emissions by 2030 aligns with the ambitious Amrit Kaal:Vision 2047.”He also announced that the Government of India has extended the PLI scheme by another year to enable the Auto industry reap benefits of the incentives being provided for manufacturing Advanced Automotive Technologies.Mr.Vinod Aggarwal,President of SIAM and Managing Director&CEO of Volvo Eicher Commercial Vehicles Ltd.,noted the significant growth in the Automotive industry over the past two years.He emphasized the six pillars of sustainability on which the Auto industry and SIAM are presently focussing in close association with Government of India.He also mentioned the progress the industry has made in increasing its localization content,reflecting the sectors commitment to sustainability and innovation.During the session,Mr.Kamran Rizvi,Secretary,Ministry of Heavy Industries,Government of India said,“Given the ever-increasing incentives being provided by Government of India for EVs,compared to phasing down of incentives in China,UK&Europe,Indian companies should now become global leaders in electric.”He requested the Auto Industry to launch campaigns on lowering the Total Cost of Ownership of EVs,which will automatically propel higher offtake of EVs.Mr.Rajesh Jejurikar,Executive Director(Auto&Farm Sectors),Mahindra&Mahindra Ltd,Mr.K N Radhakrishnan,Director&CEO,TVS Motor Company Ltd.,and Mr.Baba Kalyani,Chairman&Managing Director,Bharat Forge Ltd were also present during the session.19SIAM Annual Report 2023-2418SIAM Annual Report 2023-24rdSIAM 63ANNUAL CONVENTION 2023Society of Indian Automobile Manufacturers(SIAM),an apex national body representing all major vehicle and vehicular engine manufacturers rdin India,commemorated its 63 Annual Convention thon 12 September 2023 at New Delhi,deliberating on the way ahead for Sustainable Mobility.rdOn 63 SIAM Annual Convention,Honble Prime Minister of India,Shri Narendra Modi in his message mentioned that for over six decades SIAM has been serving the Nation admirably.He said that India is ththe 5 largest economy and is soon poised to reach the top 3.By 2047,the vision is to build a sustainable,self-reliant,strong and developed India.Honble Prime Minister also noted Indian Auto Industrys efforts towards decarbonization through introduction of vehicles with wide range of power train technologies.Mr.Shailesh Chandra,Vice President of SIAM and Managing Director of Tata Motors Passenger Vehicles Ltd.and Tata Passenger Electric Mobility Ltd.,talked about Amrit Kal vision 2027 and the imperative to achieve net-zero emissions.He emphasized the ongoing transition towards electric vehicles(EVs)in India,which is helping the industry align with global standards.He also highlighted SIAMs strong commitment to Indias environmental objectives and road safety.Mr.R.Dinesh,(the then)President of CII and Executive Vice Chairman of TVS Supply Chain Solutions Ltd.,was also present at the session.Presenting his views during the session,Mr.Anurag Jain,Secretary,Ministry of Road Transport&Highways,said,“The Automotive industry should prioritize quality,sustainability,safety and research on high-end technologies as integral components of their business operations.”He also opined that there is a need to have requisite infrastructure for vehicle testing and scrapping facilities across the country to foster a sustained scrapping and recycling ecosystem.During the inaugural session,themed“Sustainable Mobility The Way Ahead for Indian Automobile Industry”,Chief Guest,Shri Nitin Gadkari,Honble Union Minister of Road Transport&Highways,Government of India commented,In 2014,the thglobal automobile sector was ranked 7,but today,rdit has climbed to the 3 position.The automotive sector serves as a growth engine for our nation,aligning perfectly with the Honble Prime Ministers thvision to elevate India from its current 5 largest rdeconomy in the world to 3.Our ultimate goal is to become the worlds leading automobile hub.”ndDuring the 2 Plenary session themed Sustainable Mobility Global Benchmarks,Mr.Vinod Aggarwal,President of SIAM and Managing Director&CEO of Volvo Eicher Commercial Vehicles Ltd,Mr.Guenther F.Apfalter,President of Magna Europe&Asia,Prof.Suani Coelho,Professor,Institute of Energy and Environment and Coordinator of the Research Group of Bioenergy,University of So Paulo,Mr.Ashim Sharma,Senior Partner&Group Head of Business Performance Improvement Consulting(Auto,Engg.&Logistics)at Nomura Research Institute and Mr.Andreas Tschiesner,Senior Partner at McKinsey&Company also presented their views stThe 1 Plenary session themed“Balancing Growth Aspirations with Sustainability”,was moderated by Mr.Shailesh Chandra,Vice President of SIAM and Managing Director of Tata Motors Passenger Vehicles Ltd.and Tata Passenger Electric Mobility Ltd.Guest of honour,Dr Mahendra Nath Pandey,(the then)Honble Union Minister of Heavy Industries,Government of India said,“Indias commitment to achieving net-zero carbon emissions by 2070 and reducing 1 billion tonnes of carbon emissions by 2030 aligns with the ambitious Amrit Kaal:Vision 2047.”He also announced that the Government of India has extended the PLI scheme by another year to enable the Auto industry reap benefits of the incentives being provided for manufacturing Advanced Automotive Technologies.Mr.Vinod Aggarwal,President of SIAM and Managing Director&CEO of Volvo Eicher Commercial Vehicles Ltd.,noted the significant growth in the Automotive industry over the past two years.He emphasized the six pillars of sustainability on which the Auto industry and SIAM are presently focussing in close association with Government of India.He also mentioned the progress the industry has made in increasing its localization content,reflecting the sectors commitment to sustainability and innovation.During the session,Mr.Kamran Rizvi,Secretary,Ministry of Heavy Industries,Government of India said,“Given the ever-increasing incentives being provided by Government of India for EVs,compared to phasing down of incentives in China,UK&Europe,Indian companies should now become global leaders in electric.”He requested the Auto Industry to launch campaigns on lowering the Total Cost of Ownership of EVs,which will automatically propel higher offtake of EVs.Mr.Rajesh Jejurikar,Executive Director(Auto&Farm Sectors),Mahindra&Mahindra Ltd,Mr.K N Radhakrishnan,Director&CEO,TVS Motor Company Ltd.,and Mr.Baba Kalyani,Chairman&Managing Director,Bharat Forge Ltd were also present during the session.21SIAM Annual Report 2023-2420SIAM Annual Report 2023-24Addressing the session,Dr.Pawan Goenka,Chairman,Steering Committee on Advancing Local value-add&Exports(SCALE),Ministry of Commerce&Industry,said,“Indian Automotive industry has long embodied self-reliance,and has been working for very long towards being Aatmanirbhar.Currently,we are the worlds third-largest Automobile market and India has clear advantages in terms of its demographics,geopolitical positioning,and now,with our success at the G20.With being one of the largest markets,it is pertinent that efforts be placed to increase Automotive exports and for that we need a dedicated task force that should work towards this goal.While we have come a long way in the domain of localization,true progress for the sector will be driven by the export market.”Mr.Vinod Aggarwal,President,SIAM and Managing Director&CEO,Volvo Eicher Commercial Vehicles Ltd.,and Mr.Sunjay Kapur,(the then)President,ACMA and Chairman,Sona Comstar,were also present during the session.in the session and talked about the global Automotive landscape.The esteemed speakers mentioned that learnings from global players can enhance sustainability and efficiency worldwide.During the Valedictory session themed Aatmanirbhar The Roadmap to Increased Localization and Harnessing Export Potential of the Indian Auto Industry,Chief Guest,Mr.Piyush Goyal,Honble Union Minister of Commerce and Industry,and(the then)Honble Union Minister of Consumer Affairs,Food and Public Distribution,and Textiles,Government of India,stated,Democracy,demographic dividend,and diversity are the three Ds propelling the Automobile industry onto the fast lane.India has achieved Aatmanirbharta in many ways and has joined the ranks of nations where basic life aspirations such as digital connectivity,road infrastructure,healthcare,and water supply are being fulfilled,which is a testament to the new India that our people collectively strive for.Today,the middle class seeks value and pride in their Automobile choices,driving significant market demand indigenously.We must encourage significant investment in electronic components and products made in India,boost R&D within our nation,and nurture domestic industries.We must also reduce our dependence on imports and should rather trust our localised capabilities within our own ecosystem.”BHARAT MOBILITY GLOBALEXPO 2024SIAM organised the 3rd Global Electrification Mobility Summit(GEMS),2nd edition of the International Symposium for Thriving Eco-Energy in Mobility(ISTEM)and 2nd edition of the International Conference on Sustainable Circularity(ICSC)during Bharat Mobility Global Expo 2024.The first edition of the Bharat Mobility Global Expo,supported by the Ministry of Commerce,was successfully organized from February 1-3,2024,at Bharat Mandapam,Pragati Maidan,New Delhi.SIAM was one of the partner organizations for the event.SIAM Trade Fairs Group aims to organise Exhibitions in India and overseas which provides a platform for SIAM members to showcase their latest technologies/products/services and enable members to engage and interact with current/future generation B2B&B2C customers generating fresh ideas,exploring collaborations,partnerships ventures and other business opportunities.Over 28 vehicle manufacturers participated in the Bharat Mobility Global Expo 2024,showcasing the latest vehicle models and state-of-the-art technologies.Auto OEMs also exhibited various powertrain technologies including Electric,Hybrid,Ethanol,Flex fuel and CNG/LNG,demonstrating their commitment towards Cleaner and Sustainable Mobility.The Group serves as the organizing committee for Indias largest biennial event,the Auto Expo The Motor Show,which is jointly organized with the Automotive Component Manufacturers Association of India(ACMA)and the Confederation of Indian Industry(CII).SIAM organised several Pavilions at the Bharat Mobility Global Expo 2024.Surakshit Safar(Safe Journey)PavilionCircularity PavilionThe event was inaugurated by Mr.Narendra Modi,Honble Prime Minister of India.The inaugural ceremony was also graced by the presence of Dr.Mahendra Nath Pandey,(the then)Honble Union Minister for Heavy Industries;Shri Narayan Rane,(the then)Honble Union Minister for Micro,Small and Medium Enterprises;Shri Nitin Gadkari,Honble Union Minister for Road Transport and Highways;Shri Piyush Goyal,Honble Union Minister for Commerce and Industry;and Shri Hardeep Singh Puri,Honble Union Minister for Petroleum&Natural Gas.The first edition of the Bharat Mobility Global Expo held from 1 to 3 February 2024,at Bharat Mandapam,Pragati Maidan,New Delhi was a groundbreaking event that showcased Indias potential as a global hub for mobility innovation.Inspired by Indias Honble Prime Minister,Shri Narendra Modi,the expo showcased cutting-edge technologies,sustainable solutions,and breakthroughs in mobility.SIAM Pavilions at Bharat Mobility Global Expo 2024 Trade Fairs GroupSIAM Conferences at Bharat Mobility Global Expo 2024Bharat Mobility Global Expo 2024Auto Aatmanirbhar ZoneSeveral Trade Fair Group meetings were held online last year under the chairmanship of Mr.B.Srinivas,Executive Vice President,Strategy&Purchasing,VE Commercial Vehicles,to discuss and plan the organization of Bharat Mobility Global Expo 2024.Decarbonisation Pavilion Several senior Government officials also attended the event including Mr Kamran Rizvi,Secretary,Ministry of Heavy Industries;Dr Hanif Qureshi,Additional Secretary,Ministry of Heavy Industries;Mr Sunil Barthwal,Union Commerce Secretary,Government of India,Mr Amardeep Singh Bhatia,(the then)Additional Secretary,Department of Commerce,Government of India and Mr Santosh K Sarangi,DGFT.Mr Nitin J Gadkari,Honble Union Minister of Road Transport&Highways,Government of Indiaat Annual ConventionMr.Piyush Goyal,Honble Union Minister of Commerce and Industry,and(the then)Honble Union Minister of Consumer AffairsFood and Public Distribution,and Textiles,Government of Indiaat Annual ConventionDr Mahendra Nath Pandey(the then)Honble Union Minister ofHeavy Industries,Government of Indiaat Annual Convention21SIAM Annual Report 2023-2420SIAM Annual Report 2023-24Addressing the session,Dr.Pawan Goenka,Chairman,Steering Committee on Advancing Local value-add&Exports(SCALE),Ministry of Commerce&Industry,said,“Indian Automotive industry has long embodied self-reliance,and has been working for very long towards being Aatmanirbhar.Currently,we are the worlds third-largest Automobile market and India has clear advantages in terms of its demographics,geopolitical positioning,and now,with our success at the G20.With being one of the largest markets,it is pertinent that efforts be placed to increase Automotive exports and for that we need a dedicated task force that should work towards this goal.While we have come a long way in the domain of localization,true progress for the sector will be driven by the export market.”Mr.Vinod Aggarwal,President,SIAM and Managing Director&CEO,Volvo Eicher Commercial Vehicles Ltd.,and Mr.Sunjay Kapur,(the then)President,ACMA and Chairman,Sona Comstar,were also present during the session.in the session and talked about the global Automotive landscape.The esteemed speakers mentioned that learnings from global players can enhance sustainability and efficiency worldwide.During the Valedictory session themed Aatmanirbhar The Roadmap to Increased Localization and Harnessing Export Potential of the Indian Auto Industry,Chief Guest,Mr.Piyush Goyal,Honble Union Minister of Commerce and Industry,and(the then)Honble Union Minister of Consumer Affairs,Food and Public Distribution,and Textiles,Government of India,stated,Democracy,demographic dividend,and diversity are the three Ds propelling the Automobile industry onto the fast lane.India has achieved Aatmanirbharta in many ways and has joined the ranks of nations where basic life aspirations such as digital connectivity,road infrastructure,healthcare,and water supply are being fulfilled,which is a testament to the new India that our people collectively strive for.Today,the middle class seeks value and pride in their Automobile choices,driving significant market demand indigenously.We must encourage significant investment in electronic components and products made in India,boost R&D within our nation,and nurture domestic industries.We must also reduce our dependence on imports and should rather trust our localised capabilities within our own ecosystem.”BHARAT MOBILITY GLOBALEXPO 2024SIAM organised the 3rd Global Electrification Mobility Summit(GEMS),2nd edition of the International Symposium for Thriving Eco-Energy in Mobility(ISTEM)and 2nd edition of the International Conference on Sustainable Circularity(ICSC)during Bharat Mobility Global Expo 2024.The first edition of the Bharat Mobility Global Expo,supported by the Ministry of Commerce,was successfully organized from February 1-3,2024,at Bharat Mandapam,Pragati Maidan,New Delhi.SIAM was one of the partner organizations for the event.SIAM Trade Fairs Group aims to organise Exhibitions in India and overseas which provides a platform for SIAM members to showcase their latest technologies/products/services and enable members to engage and interact with current/future generation B2B&B2C customers generating fresh ideas,exploring collaborations,partnerships ventures and other business opportunities.Over 28 vehicle manufacturers participated in the Bharat Mobility Global Expo 2024,showcasing the latest vehicle models and state-of-the-art technologies.Auto OEMs also exhibited various powertrain technologies including Electric,Hybrid,Ethanol,Flex fuel and CNG/LNG,demonstrating their commitment towards Cleaner and Sustainable Mobility.The Group serves as the organizing committee for Indias largest biennial event,the Auto Expo The Motor Show,which is jointly organized with the Automotive Component Manufacturers Association of India(ACMA)and the Confederation of Indian Industry(CII).SIAM organised several Pavilions at the Bharat Mobility Global Expo 2024.Surakshit Safar(Safe Journey)PavilionCircularity PavilionThe event was inaugurated by Mr.Narendra Modi,Honble Prime Minister of India.The inaugural ceremony was also graced by the presence of Dr.Mahendra Nath Pandey,(the then)Honble Union Minister for Heavy Industries;Shri Narayan Rane,(the then)Honble Union Minister for Micro,Small and Medium Enterprises;Shri Nitin Gadkari,Honble Union Minister for Road Transport and Highways;Shri Piyush Goyal,Honble Union Minister for Commerce and Industry;and Shri Hardeep Singh Puri,Honble Union Minister for Petroleum&Natural Gas.The first edition of the Bharat Mobility Global Expo held from 1 to 3 February 2024,at Bharat Mandapam,Pragati Maidan,New Delhi was a groundbreaking event that showcased Indias potential as a global hub for mobility innovation.Inspired by Indias Honble Prime Minister,Shri Narendra Modi,the expo showcased cutting-edge technologies,sustainable solutions,and breakthroughs in mobility.SIAM Pavilions at Bharat Mobility Global Expo 2024 Trade Fairs GroupSIAM Conferences at Bharat Mobility Global Expo 2024Bharat Mobility Global Expo 2024Auto Aatmanirbhar ZoneSeveral Trade Fair Group meetings were held online last year under the chairmanship of Mr.B.Srinivas,Executive Vice President,Strategy&Purchasing,VE Commercial Vehicles,to discuss and plan the organization of Bharat Mobility Global Expo 2024.Decarbonisation Pavilion Several senior Government officials also attended the event including Mr Kamran Rizvi,Secretary,Ministry of Heavy Industries;Dr Hanif Qureshi,Additional Secretary,Ministry of Heavy Industries;Mr Sunil Barthwal,Union Commerce Secretary,Government of India,Mr Amardeep Singh Bhatia,(the then)Additional Secretary,Department of Commerce,Government of India and Mr Santosh K Sarangi,DGFT.Mr Nitin J Gadkari,Honble Union Minister of Road Transport&Highways,Government of Indiaat Annual ConventionMr.Piyush Goyal,Honble Union Minister of Commerce and Industry,and(the then)Honble Union Minister of Consumer AffairsFood and Public Distribution,and Textiles,Government of Indiaat Annual ConventionDr Mahendra Nath Pandey(the then)Honble Union Minister ofHeavy Industries,Government of Indiaat Annual Convention23SIAM Annual Report 2023-2422SIAM Annual Report 2023-2423SIAM Annual Report 2023-2422SIAM Annual Report 2023-2425SIAM Annual Report 2023-2424SIAM Annual Report 2023-24ON THE ROAD TOVIKSIT BHARAT 2047The Government outlines the Key Components of the Vision 2047 with a focus on Economic Growth&Development,Infrastructure&Urbanization,Sustainability&Green Economy,Digital Transformation,Governance&Policy Reforms,Global Leadership and Diplomacy&Innovation,and Technology,just to name a few,a vision which SIAM holds in true spirits and sense.Thus,from an Indian perspective,it becomes imperative that the transportation solutions are designed in a way that improves affordability and thus accessibility,while also ensuring,minimized impact on the environment.e sustainable mobility is crucial in not only helping the economic development of the country but also in improving the Sustainable mobility is a means to allow equitable access to transport to fulfill the needs of people for jobs,markets and goods,social interaction,education,and a full range of other services contributing to healthy and fulfilled lives.An increase in economic growth coupled with the increase in the per capita income,population growth as well an increase in urbanization are driving the demand for transportation in India.Hence leads to increased emissions and reduces the efficiency of vehicles on the road.Viksit Bharat and Sustainable MobilityBesides adopting new and advanced vehicular technologies,there is also a need to focus on the entire eco system which includes road infrastructure,driver behavior as well as the availability of high-quality fuels.Mobility of any country is driven by economic growth and societal demands,at the same time,demand for mobility leads to an impact on the environment.Therefore,the balance between these three fundamental pillars(Economy,Society,and Environment)is Sustainable mobility.The government of Indias vision under the leadership of the Prime Minister has outlined the vision for a Viksit Bharat by 2047 which will serve as an ambitious and comprehensive blueprint for Indias future.It aims to transform India into a global powerhouse by focusing on sustainable development,technological innovation,inclusive growth,and robust governance.This vision seeks to harness the potential of every sector and citizen,driving the nation towards unprecedented progress and prosperity by the time it celebrates 100 years of independence,and outlines a roadmap for various sectors,aiming to position India as a global leader in multiple domains.Sustainable Mobility in the Indian contextThe government of India by implementing various supportive sector-specific and region-specific policies like PLI,Gati Shakti,Skill India,National Electric Mobility Mission,FAME-I,II,III to name a few are encouraging innovation,industrial indigenous productivity,skill development as a driver of sustainable mobility.In the context of the automobile industry,the Viksit Bharat 2047 vision is an amalgamation of two distinct visions.The first focuses on sustainable mobility,which includes promoting electric vehicles,reducing carbon emissions,and encouraging alternative fuels.The second aims to make India a global leader in sustainable automotive manufacturing under the Atmanirbhar Bharat initiative.The successful implementation of these strategies will contribute significantly to Indias energy transition goals and help build a cleaner,more sustainable future.Sustainable mobility is about balancing the current and future transport needs of people including coming generations by providing affordable,efficient,environmentally friendly,safe,comfortable,and connected transport to all.The use of low-emission,energy efficient vehicles,adoption of stringent emission norms as well as espousing various traffic decongestion practices like carpooling,shared vehicles,etc.are the key strategies to achieve Sustainable mobility.25SIAM Annual Report 2023-2424SIAM Annual Report 2023-24ON THE ROAD TOVIKSIT BHARAT 2047The Government outlines the Key Components of the Vision 2047 with a focus on Economic Growth&Development,Infrastructure&Urbanization,Sustainability&Green Economy,Digital Transformation,Governance&Policy Reforms,Global Leadership and Diplomacy&Innovation,and Technology,just to name a few,a vision which SIAM holds in true spirits and sense.Thus,from an Indian perspective,it becomes imperative that the transportation solutions are designed in a way that improves affordability and thus accessibility,while also ensuring,minimized impact on the environment.e sustainable mobility is crucial in not only helping the economic development of the country but also in improving the Sustainable mobility is a means to allow equitable access to transport to fulfill the needs of people for jobs,markets and goods,social interaction,education,and a full range of other services contributing to healthy and fulfilled lives.An increase in economic growth coupled with the increase in the per capita income,population growth as well an increase in urbanization are driving the demand for transportation in India.Hence leads to increased emissions and reduces the efficiency of vehicles on the road.Viksit Bharat and Sustainable MobilityBesides adopting new and advanced vehicular technologies,there is also a need to focus on the entire eco system which includes road infrastructure,driver behavior as well as the availability of high-quality fuels.Mobility of any country is driven by economic growth and societal demands,at the same time,demand for mobility leads to an impact on the environment.Therefore,the balance between these three fundamental pillars(Economy,Society,and Environment)is Sustainable mobility.The government of Indias vision under the leadership of the Prime Minister has outlined the vision for a Viksit Bharat by 2047 which will serve as an ambitious and comprehensive blueprint for Indias future.It aims to transform India into a global powerhouse by focusing on sustainable development,technological innovation,inclusive growth,and robust governance.This vision seeks to harness the potential of every sector and citizen,driving the nation towards unprecedented progress and prosperity by the time it celebrates 100 years of independence,and outlines a roadmap for various sectors,aiming to position India as a global leader in multiple domains.Sustainable Mobility in the Indian contextThe government of India by implementing various supportive sector-specific and region-specific policies like PLI,Gati Shakti,Skill India,National Electric Mobility Mission,FAME-I,II,III to name a few are encouraging innovation,industrial indigenous productivity,skill development as a driver of sustainable mobility.In the context of the automobile industry,the Viksit Bharat 2047 vision is an amalgamation of two distinct visions.The first focuses on sustainable mobility,which includes promoting electric vehicles,reducing carbon emissions,and encouraging alternative fuels.The second aims to make India a global leader in sustainable automotive manufacturing under the Atmanirbhar Bharat initiative.The successful implementation of these strategies will contribute significantly to Indias energy transition goals and help build a cleaner,more sustainable future.Sustainable mobility is about balancing the current and future transport needs of people including coming generations by providing affordable,efficient,environmentally friendly,safe,comfortable,and connected transport to all.The use of low-emission,energy efficient vehicles,adoption of stringent emission norms as well as espousing various traffic decongestion practices like carpooling,shared vehicles,etc.are the key strategies to achieve Sustainable mobility.27SIAM Annual Report 2023-2426SIAM Annual Report 2023-24living standards for the people through technological interventions.Here is how the ESG framework applies to energy transition:Indias Energy transition and Sustainable MobilityDuring the COP-26 at Glasgow,the Honble Prime Minister of India announced Indias plan to achieve Net Zero by 2070.He also announced a five-point agenda for India(Panchamrit)with specific targets to increase Indias non-fossil energy capacity and reduction of carbon emissions.Technology will and is playing an important role in achieving such targets.Government authorities,industry,and academic/research communities are geared towards fulfilling such visions by innovating and adopting new and emerging technologies and also by implementing relevant policies towards achieving ambitious targets.The Environmental,Social,and Governance(ESG)Framework in Energy TransitionThe ESG framework is fundamental to the energy transition,providing a structured approach to achieving sustainable and responsible energy production and consumption.By integrating environmental preservation,social responsibility,and strong governance practices,the framework can help reduction of Greenhouse Gas Emissions,shift from fossil fuels to renewable energy sources such as wind,solar,and hydropower to minimize carbon footprints,and help decarbonization by implementing technologies and practices that enhance energy efficiency across production,distribution,and consumption stages.The Environmental,Social,and Governance(ESG)framework is crucial in guiding the automobile sector towards more sustainable and responsible practices.As the third largest aggregate emitter in the world,Indias commitment marks a significant boost for low-carbon energy and is a directional shift in the fossil fuel business.With Indias rapid pace on its growth trajectory,the focus on energy transition is also critical for the sustainable mobility targets as the addition of more renewable and low carbon energy sources such as solar and wind power,biofuels,natural gas,and green hydrogen,will provide the necessary energy support to the automobile industry.However,the transition in energy also depends on its technical,economic,and environmental acceptability along with the availability of fuel/energy sources and its infrastructure.SIAMs pillars on Electrification,bio-initiative,and Hydrogen are playing a pivotal role in Indias energy transition.Sustainable mobility and ESG are two concepts that are closely related and mutually reinforcing.ESG stands for environmental,social,and governance,and measures the sustainability and ethical impact of an organization or an investment.Sustainable mobility is a concept that aims to provide safe,efficient,and environmentally friendly transportation for people and goods.Sustainable mobility and ESG are not only important for achieving the 2030 Agenda for Sustainable Development but also for creating value and opportunities in the mobility market.By pursuing sustainable mobility and ESG,we can create multiple benefits for our planet and our people.Indias Business Responsibility and Sustainability Report(BRSR)a framework for environmental,social,and governance(ESG)reportingcame into effect in 2023.ESG reporting in India is evolving,driven by regulatory mandates,investor demand,and the need for corporate accountability.As companies embrace ESG principles,they contribute to sustainable development,enhance their reputation,and create long-term value for all stakeholders.Multiple steps have been taken in India over the past few years to promote ESG reporting,details of some of which have been captured:1.The Securities and Exchange Board of India(SEBI)has played a key role in promoting ESG reporting.Key initiatives include:Adoption of the BS6 regulation for all fuels from April 1,2020,which reduces the particulate and emission levels of fuels and that of automobiles.These targets will become more stringent over time.Agreeing with the government on the Fuel efficiency target in a staggered and phased manner to meet the CO2 targets in the form of CAF and defining the model and the corporate targets.Business Responsibility and Sustainability Report(BRSR):SEBI mandates the top 1,000 listed companies by market capitalization to include BRSR as part of their annual reports.The BRSR framework emphasizes ESG disclosures and includes both qualitative and quantitative data.Automobile industrys Focus on ESGThis aligns with the governments vision of adopting Biofuels,gaseous fuels,and other low-emission fuels developed to lower emissions and also to provide a fleet complying with those fuels.3.Companies Act,2013Integrated Reporting:Encouraging companies to adopt integrated reporting,which combines financial and non-financial performance in a single report.Development of technology to aid newer development such as OBD(On Board Diagnosis)and RDE(Real Driving Emissions)etc,which will aid in more sustainable mobility.The Indian automobile industry is tracking its ESG activities in many ways.Some of the actions listed are:The Companies Act mandates certain companies to spend at least 2%of their average net profits on CSR activities,emphasizing the social component of ESG.Helping the government to develop the framework of Electric mobility which will reduce the consumption of fuels over time.Electric mobility will drive sustainable consumption as it will reduce lower components to be produced and serviced in the future.Greater renewable capacity addition and increase of the renewable energy in the electricity mix further amplify the impact of electric vehicles in reducing emissions.Developed by the Ministry of Corporate Affairs,NGRBC provides a comprehensive framework for businesses to operate responsibly.It includes principles on environmental sustainability,social equity,and governance.2.National Guidelines on Responsible Business Conduct(NGRBC)Indian Automobile Industry is committed to meeting the Governments targets of reducing Fuel consumption and reducing CO2 from the transport sector.To meet its obligation at the national and international level,some of the actions taken by the industry,which are measurable and quantifiable are as follows:EnvironmentClimate change and Carbon emissionsParticipating in the Fuel efficiency norms,adopting alternative low carbon fuels,towards reduction of CO.2Energy EfficiencyInhouse reduction of energy consumption by deploying energy-efficient machinery,lighting,equipment,etc.Water Management Zero Liquid Discharge(ZLD)aims to eliminate all liquid discharge from facilities,Safe disposal of pollutants,and also enable water recovery for reuse.SOCIALCommunity Engagement and DevelopmentHealth and SafetyEquity and InclusionGOVERNANCEEthical Business PracticesRegulatory Compliance Risk ManagementENVIRONMENTAL Sustainable Resource ManagementResilience PlanningClimate Risk Management DecarbonizationEnergy EfficiencyRenewable Energy InvestmentsCircular Economy 27SIAM Annual Report 2023-2426SIAM Annual Report 2023-24living standards for the people through technological interventions.Here is how the ESG framework applies to energy transition:Indias Energy transition and Sustainable MobilityDuring the COP-26 at Glasgow,the Honble Prime Minister of India announced Indias plan to achieve Net Z
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